#businesstransformation

Dan here. Announcing our 2026 strategy: We’re looking to globally engage end to end catalyst for change by intrinsically productizing cross-cultural channels and competently expediting seamless alignments. Artificial Intelligence. We want to rapidly create advanced dynamic customer experiences and compellingly scale user centric stories. Artificial intelligence. We’re going to be uniquely targeting low risk, yet high yield web readiness. Our exploratory research points to deconstructive relative contingencies, and now is the time to revamp and reboot our holistic asset projections, with our interactive 3rd generation paradigm shifts. Artificial intelligence. I’m sure we can make a window here to really discuss with our customers holistic, monitored innovations. Artificial intelligence.
And now’s the time to chart this opportunity and take the company forward. By now, you should be clear on the vision and purpose of the business. With this strategy and artificial intelligence, we will increase our targets 10x. Play to win. Artificial intelligence. All gas, no brakes. Artificial intelligence. Go team. AI.

At some point, layoffs at SAP stopped being a last resort and started being a standard business tool. Instead of exhausting every other option first, cutting employees is now the main go-to move whenever costs need trimming.

I left Dell but retained the stock.I see the Trump admin gave a big DoD contract to Dell that should have gone to Microsoft. The result is a 30% increase in the stock price.

I have no inside knowledge, but with most of the earnings coming from AI servers and services - how long before they spin off the PC and accessories business like IBM did some decades back?”

Wix is reducing its employee count by 20 percent. CEO Avishai Abrahami confirmed this decision. He cited the rapid evolution of artificial intelligence. Fluctuating international currency values also added pressure. The company aims for faster decisions with fewer leadership layers.

https://www.cnbc.com/2026/05/28/wix-layoffs-ai-exchange-rates.html

Hard to keep calliing yourself a “leading company” when the customers are disappearing...

Maybe the next growth market is selling health insurance in all the countries they offshored all this work to. Oh wait now AI is coming for those jobs too? My bad. Maybe Im just not seeing the grand strategy here...

So who exactly buys the AI-generated products and services when the workers who used to have paychecks are gone? Other AI or soemthing else... a closed little circle of bots healing and billing other bots?

Brilliant stuff for real... The rocket scientists may have missed one tiny detail and that is that customers need income before they can become customers.

That is awful news for Nike because after collapse of DTC, Nike needs more doors than ever before!!! There are no new stores coming down the pipeline and existing ones are going down the pipe.
I guess that is when you say Nike is stuck in a rock and a harp place!!

Brick and mortar shoe stores are done!!! So it is up to Nike to create new source of doors to move their product.
Brick and mortar is done!! So what Nike should do is open third party sellers in amazon, walmart and ebay to sell in that platform who are there with proven good standing status.
Nike cannot open more independent brick and mortar stores since nobody in right mind will open stores.
So Nike needs to go outside of box and open independent third party sellers in internet!!!

Hearing from a few people that another round may hit by EOM ( May) or sometime in June... word going arund is bottom 10% and retirements could be part of it. Sounds like calibration season all over again.

Business transformation was supposedly the big reset, but now people are saying more org changes and headcount reductions are still coming.

Anyone else hearing this in IT, Finance, Commercial, HR, or the plants?

Feels like management already knows more than they are saying. Same pattern as last time. Silence for months, then sudden announcements.

This is turning into a zero sum game of attrition. One leaves, one inherits, until they leave, and then the next inherits (meaning, they’ve inherited two in addition to their own). And then they leave…. Eventually the ones who will be leaving, are the very thing they inherited….the client. What a STUPID and expensive game, because eventually they’ll need to rehire, at elevated market pay rates in hopes they can get the clients back. It’s only a matter of time now before that next phase of client migration to other financial services firms accelerates.

They’ve cut ~20% of the workforce today as, “ the business reorganization we announced today, which will impact approximately 20% of our global workforce. The intent of the reorganization is to simplify our global engineering operations, reduce our fixed costs, lower general and administrative expenses, and accelerate our move up-market and away from down-market SMB.”

Open forum. What functions do you find relevant for moving to shared services?

Which functions and teams coild be ki-led around the world and why?

So it starts, now well publicized on the news Sycamore is closing stores under the guise of security or safety, and while that's a concern, their goals are to get out of leases to reduce their debt obligations (somewhat good), and pad their pockets by selling off any real estate that is owned. However, it is NOT with improving the business in mind. It is purely a way to pay themselves. Look at their history on their other large holdings, Staples they are continuing to reduce stores under the premise they are low performing stores, but in many cases it's just to cook the books. Essendant, they sold off the majority of their real estate for millions as a cost reduction for low performing, closed the majority of their business, but never invested back into the company. Talbots, Hot Topic, Belk, Pure Fishing they are closing stores/warehouses/offices and leaving just a shell of businesses they will never invest back into to improve. Sycamore is evil, and just plays with people's lives to line their own pockets over and over again.

JOMO - The Joy of Missing Out —is the ultimate leadership flex. * It’s the joy of trusting your team to take "Total Ownership" of the talent lifecycle without you in the room.

Let’s stop rewarding "presence" and start rewarding "impact."
Who’s brave enough to decline that 4:00 PM "update" meeting and trust the team to handle it? That’s the BOLD standard.

#Leadership #JOMO

Wise words from our world class chro!!!

Agropur announced the closure of its Sussex-area plant. The facility is scheduled to cease operations in 2028. This decision came months after the company received a significant provincial loan. The $2.4-million non-repayable loan was intended for modernizing Agropur's Miramichi facility. Critics suggest the province should have been informed about the impending layoffs before the loan agreement.

New Brunswick

https://www.msn.com/en-ca/news/canada/holt-says-agropur-should-have-told-nb-about-layoffs-before-loan-deal/vi-AA21Rfo3?cvid=69f04d0d8d46447bb9248ddd9c6063b4&ocid=hpmsn

TL;DR : Nike needs to make more desirable products again and get them in front of more people by focusing on a few big hits and not over-relying on its own stores.

Nike should prioritize restoring brand heat and product distinctiveness while rebalancing its channel mix. The shift toward direct to consumer has supported margins but reduced marketplace visibility. I would recommend sharper segmentation of distribution, reinvesting in key wholesale partners for reach, while elevating owned channels for premium storytelling and data. In parallel, focus the innovation pipeline on fewer, bigger product bets across core categories, reducing complexity and improving speed to market. Growth will come from concentrating demand around iconic, high velocity products rather than expanding assortment.

This likely requires a simpler operating model with clearer priorities and faster decision making. That includes reducing organizational complexity, aligning incentives around end to end category performance, and empowering teams closer to the consumer to act with speed. There is also an opportunity to improve demand forecasting, merchandising discipline, and supply chain responsiveness to increase precision without adding overhead. Cost discipline matters, but primarily as an enabler of speed, creativity, and execution rather than the goal itself.

Thoughts?

The Associated Press plans staff cuts and a business restructuring. This move shifts focus from local print to video and national topics. Revenue from tech companies has significantly grown for the AP. A voluntary separation plan will first be offered to U.S. news staff. Layoffs will follow if insufficient voluntary interest is received.

https://www.axios.com/2026/04/06/ap-staff-cuts-restructuring

Just saw this on Wells Fargo's board, it's coming our way too:

• Thread regarding Wells Fargo & Co. layoffs
  Agentic engineering as a standard
  Link: @OP+1kmzq8d4n

  We all knew that something like this will surface sooner or later. Now all engineers are expected to go full agentic starting right this second ( according to the communication). They even drafted a roadmap of how they envision this would take place. What are your thoughts about this move? I guess, this is mainly will affect technology but looks like some businesses will be included in this madness as well.

#BusinessTransformation #Change #Communication #Culture #Technology

4 days ago by Anonymous | 1029 views | 12 reactions (+8/-4) | 11 replies (last 3 days ago) | Reply
Post ID: @OP+1kmzq8d4n

We all knew that something like this will surface sooner or later. Now all engineers are expected to go full agentic starting right this second ( according to the communication). They even drafted a roadmap of how they envision this would take place. What are your thoughts about this move? I guess, this is mainly will affect technology but looks like some businesses will be included in this madness as well.

Delaware North is cutting an undisclosed number of jobs. This action stems from a strategic shift in its business model. The company is moving away from contract-based operations. It now prioritizes owned and managed assets globally.

https://buffalonews.com/news/local/business/article_0f3b8aa1-8200-4061-ba0c-f9aad86d4bc9.html

If you want to trim away the useless, then start with HR. Just keep the bare bones skeleton crew, let the HR chatbot and AI do the rest of that work. If Citi AI can’t handle the mundane low hanging fruit HR work, then it has no place trying to be wedged into anything more complex or technical.

If it can’t be developed enough, tested enough and rock solid enough to handle the HR work load, then you have business trying to make it do anything more complex. It’s like trying to use a calculator that can’t add or subtract to perform advanced algebra. Use the HR role as your live test bed. Once you get that part down, you can then showcase what a success it is in all you little ppt slides and THEN move on to something more complex.

Paramount is acquiring Warner Bros. Discovery in a major deal. The acquisition is valued at $111 billion. This merger is expected to result in thousands of layoffs. Paramount identified $6 billion in cost synergies. The deal is projected to close in fall 2026.

https://www.avclub.com/warner-bros-paramount-deal-layoffs-110-billion

Catalent is cutting 96 more jobs in Maryland. This round affects 93 employees in Harmans and three in Baltimore. The layoffs will become effective on March 19. This follows previous reductions of over 400 jobs last year. The company cited a shift in demand from a large customer.

https://www.fiercepharma.com/manufacturing/catalent-cuts-staff-96-another-round-layoffs-maryland

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in the traditional sense. The recent reductions are the result of a top-to-bottom organizational efficiency change. Every role, dependent and interdependent, has been evaluated for overlap, utilization of skill, and so on. This is not done. Once the final, improved, organizational model is done Srini will announce the 'transformation is complete'. Or some variation of that. For now, I am staying focused on my role. Doing my best to make sure I am a useful, contributing team member.

No wonder things aren’t looking up for us. Numerous customer complaints about how difficult we are to work with = lost accounts!

https://thehill.com/opinion/technology/5726509-valuable-employees-corporate-layoffs/amp/

EXL is the global partner for offshore workers. Why does a company send large chunks of their work offshore?

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

It was essentially ignored in the earnings call, but it was on the slides. Expectation of captured Lexmark synergies and continuing project Reinvention. Together, each drives layoffs.

One example, a software used by Lexmark is chosen instead of one used by legacy Xerox. Software cost savings are achieved, but the people managing the legacy solution? Bye bye headcount. This applies to Reinvention as well, as we have seen over the last year with layoffs.

IDM 2.0 was never a bad idea. In fact, it was necessary to save the manufacturing side of the company. But Pat’s mistake was investing in fabs before fixing yield and before we could reliably produce competitive chips for our own products again.
Lip-Bu Tan is doing all the right things to right-size the ship and inject discipline back into the company. I expect we will soon see changes to the focal process to align with that expectation from employees. But none of it means anything if yield does not reach industry-leading levels.

The fixed costs of underutilized fabs designed for future yields and future customers are ki-ling our bottom line and shortening the runway to get us there. If not for the investments Intel received last year, it would be over already.

Falling stock prices, increasing memories cost, eroding margin, sunset industry for Print, commodisation of PC biz, AI impact, failed business acquisition. HP is facing unprecident challenge across all front. Past earnings and cashflow putting into buying up own shares and increasing dividend is not working. Endless cost cutting through work force reduction and not investing to improve business is eating the company from within.

Rumours have been increasing on company splitting Print and PC up. CEO and multiple C-suite changes/leaving talks had been circulating wild. Staty tune for more cost cutting and business org change.

AI a solution in desperate search of a problem.
Our customers have treated it as a toy, but won't pay additionally for it.
SAP's AI-focused plan is ignoring the demands of core SAP customers and they will move to start-ups or better solutions offered by competitors.
SAP's executive board and HR only want AI because it helps lay off SAP employees and reduce wages where possible.
We need a two-pronged approach, aimed at growing AI relevancy but also growing the core business and delivering the product features our customers are asking for.
This means we need all hands on deck and more employees not layoffs.

Can anyone here help me understand why this isn't SAP's current plan?

The number 2 man under K F was just made president and chief officer of the number 1 short line in the nation that has been taking over BNSF locations, and that is how you take over a class 1 from the inside and get rid of employees at the same time, all the corporate secrets and behind the scenes negotiating to cut employees, and operate under the guise of making a business more profitable was just a means to put the number 2 guy at BNSF in charge of the short line rail responsible for shutting down and scabbing out the most BNSF terminals and mechanical facilities nationwide. Hostile takeover over of BNSF on the horizon to be scabbed out and sold to short line.

TL;DR: Kraft's constant cost-cutting and corporate mess gave room to competitors come in and take market share. I hope Nike executives read this

Other OP posted a terrible word vomit on the post, but I thought it was a good read. This feels uncomfortably close to home. The WSJ’s “ How Kraft Heinz Lost Its Lock on Mac and Cheese—and American Shoppers” is worth reading. Now they are in turnaround mode.

WSJ article:https://www.wsj.com/business/retail/kraft-heinz-mac-cheese-split-ceo-dccc9217?source:google.com

W/o paywall thelayoff post: https://www.thelayoff.com/t/1kdyrg024

When the bldg300 data center is finally (after 8+ years of false starts and lack of business case) in the cloud, the new ongoing costs will become apparent. And my prediction is that the executive level “surprise” at the true costs will be enormous. Of course there is no leaving the cloud once you are there at scale, so the issue will be figuring out how to pay for it. Some will say re-negotiation will be needed, but is likely unsuccessful with Microsoft as the provider. The cloud migration may result in a migration of more employees out of the company.

When does Xerox figure out that it has bought out too many organizations and splits things back up?

This has all of the signs of getting primed to find a buyer. Shed thousands upon thousands of highly compensated employees with 20+ years of tenure. No rhyme or reason to the ones chosen other than they are too costly to the bottom line. Not looking at the individual persons to see what value they bring to the organization; just treating them as nothing more than a line item on a spreadsheet. Welcome to the new Corporate America. Shareholders are the most important people; no longer the customer (internal or external).
Remember when they used to say "our employees are our greatest asset." Well, they don't say that anymore. They finally realized people are not assets, because they don't own them. People are free to take their talents elsewhere. You also don't layoff assets. People should never be treated like tangible objects.
After the 13K depart, try and make sense of a wounded and abandoned organization that's left with huge holes. Good luck to the ones that are left behind to clean up the mess. Try and pick up the pieces and keep your head above water until you can find the right buyer.
Your largest expense is employee payroll. Shed as much as you possibly can to attract the right buyer.
Just my two cents (pun intended).

VMware didn’t need all of those employees and Broadcom runs VMware with more efficiency and profitability than most of you thought was possible.

Confirmed massive layoffs happening after the new year. Up to 40% of collab, 25% of sales, 50% of security and 20% of data center will be notified between January 7th - 10th.
G2 quote from All hands meeting: "We must capitalize on growth areas going into Q1 and Q2 26, unfortunately radical measures must be taken to accomplish our business goals with the emerging use of AI. It is not easy to make this decision, but we must let people go"

Managers have warned us to start looking for other positions.
Hardest hit will be engineers on Webex & Contact centre