#changemanagement

What a waste. Millions and millions of dollars. Same issues, thousands of incidents. Thanks tech leaders. Your message of automation for the issues vs root cause is ridiculous.
Also - what again is sre embedded doing vs asking for status of incidents?
From what I hear their leaders have told them to wait as they have no idea what to do either.
This reorganization is yet to make sense. Fast but no clear direction for teams.
Also, AB seems like a real di-k.

anyone experience changing from company cell phones to the new AWS phone system where they track and record your calls? Why are they doing this? And they want us to connect with Ethernet cables now….are we in 1999?

Have read this a lot..

The problem with this logic is that it is exactly the strategy used to hire them in the first place (internally from other BUs using Spotify model) what your missing is that this is was designed to fail and there was extreme internal resistance that became louder in late 2019… convenient right?

Have you ever heard anyone at the firm say “fidelity doesn’t like two VPs in one room” before they humbly announce a lateral move to a different adjacent org? Take a look at some of your peers at any pay grade that started to make lateral moves during the fall of ‘25 water cooler talk.

I see your posts, i hear your sentiment. but what you are enraged about isn’t the firms gross incompetence. It’s actually quite worse, because it was strategic and now associates are left pointing the finger at the right people but for the wrong reason.

The existing tenured VPs on teams actively pushed back for years against the re-org and likely didn’t tell you about it. It was near impossible to fight — as PI was proving the model worked in their BU. The main argument of why the success wouldn’t transfer for AM tech is based on the end users and stakeholders. 100% internal technology with a specific set of elitist stock pickers, research analysts and traders as internal customers.

And then expecting those exact investment professionals to engage in this new silly structure was down right embarrassing. Asking someone who has worked as a product manger (industry title) to become a squad lead (not even a title used by Spotify itself anymore) was evidence in itself for some people aware enough that they jumped ship or took a lateral move.

Covid became the catalyst for this shift to formally take place, yes. But dont let your ignorance (and outright bigotry) distract you from the real enemy here. False sense of transparency from upper executives. Tenured VPs shielding delivery teams from all this happening only made them less prepared for the blow.

Fidelity wants to remain known for not following suit in layoff trends throughout changing economies. This is a decade long plan to control costs in a different way that other competing public firms cant take the same approach. If you want someone to blame, this is a “privately owned” cop out.

Thats it. The VPs you keep bringing up that you all seem to want to interrogate hypothetically. They were brought in so that there wouldn’t be outraged when they were phased out. Every single AM tech leader knew this. Patterns were recognized. New roles were presented to people with confusing titles and responsibilities. Delivery teams divided.

Asking chat gpt to come up with reverse interview questions about new VPs merit is sophmoric. This was why they were placed originally — upper execs paid for the Spotify consult and needed to see it through, and covid allowed them to execute this. knowing it would fail and THAT was a valuable point enough to justify future layoffs.

There are MANY cases of well accomplished VPs choosing a demotion, strategically. To stay at the firm, embrace the change for a temporary 5-7 years until the next wave of “leaders” try to make an impact. When Kathy and bill were here, this was well understood but not widely discussed because there was an actionable conversation happening about what long term associates LIKED about why they stayed for so long. There was a long run of success with their combined approach, and unfortunately gave a lot of younger employees a sense of stability that would soon change.

All of the outrage of covid hires and thinking you can reverse engineer something that was intentionally designed to fail in the first place is a waste of your time. Stop being tricked into thinking they actually believed this re-org would work. Or that it was a disguised effort to implement DEI.

Your leaders didn’t tell you the truth, stop whining about DEI when it was intentionally used to distract you and blame your peers, and not the execs.

The Stock Market exploding. high quality/Growth/ visionary CEOs driving success.

Verizon BOD hires more Europeans to run a USA centric business. At some point failed leadership, expense reduction strategies will require change.

One thing for certain... current Vz Executives all waiting to get a buyout offer under guise of " seeking new opportunities " mantra.

ByJudith Magyar,Brand Contributor.

“Digital transformation often gets mistaken for an IT upgrade,” said Kurt Aerts, business venture executive at ExxonMobil. He was speaking at the ASUG Best Practices event for Oil, Gas and Energy in Houston, Texas. “Our ongoing transformation is a powerful reminder that true change means transforming the business at scale. It’s not about implementing new systems — it’s about fundamentally changing how an enterprise operates and creates value.”

Not just another systems project
This philosophy underpins the company’s multi-year transformation that integrates people, processes, systems, and data across an organization with $350 billion in annual revenue, about 60,000 employees, and operations spanning upstream, chemicals, fuels, lubricants, and low-carbon solutions.

One of the key steps in ExxonMobil’s journey, which began in 2017, was to reframe the mindset. “We don’t want to optimize, we want to transform,” said Aerts.

Process transformation requires challenging deeply ingrained ways of working and prioritizing adoption of industry standards for each process area and service offering such as Record-to-Report, Source-to-Pay or Order-to-Cash, to drive globally consistent execution. This takes a governance model designed for clarity and speed of decision making — two prerequisites for meaningful transformation and to prevent the common trap of consensus-driven optimization.

Transforming the core
Aerts went on to describe ExxonMobil’s three core pillars of transformation:

Processes are now harmonized to industry standards enterprise-wide versus being executed differently by business or geography.

Systems are modernized from 12 heavily customized ERPs to a unified, cloud-based platform on SAP S/4HANA.

Data is being turned from fragmented, trapped information into harmonized consistently defined enterprise assets.

In the past, answering a simple question such as ‘how much do we sell to Walmart’ required hours of aggregating and reconciling across 12 ERPs. Real-time, enterprise-wide visibility will speed up the process considerably. “Harmonized data is becoming ExxonMobil’s new gold standard — the foundation for predictive analytics, AI, and faster decision-making,” Aerts explained.

Managing scale and risk
Large-scale transformation requires effective risk management. ExxonMobil’s approach balances value capture and risk mitigation.

Deployments are phased by the existing ERP ecosystem, not geography or function, to manage complexity and provide business continuity. A layered governance structure — from a sponsor committee of senior executives to operational design boards — supports accountability, transparency, and alignment at every level.

Aerts shared some lessons from the frontline, stressing the importance of foundational principles. When challenges arise, these principles help keep decisions aligned with strategic intent. Next, he reiterated that data matters most, because clean, consistent data is the real enabler of transformation. And finally, the team learned early on that an out-of-the-box approach really works. Industry-standard configurations deliver agility and prevent the drift toward customization that burdens future upgrades.

“We were able to achieve significant simplification,” he said. “For instance, we reduced about 1,400 company codes to under 1,000, and profit centers from more than 15,000 to fewer than 500. This has eliminated significant complexity while increasing transparency across financial reporting.”

ExxonMobil’s key metrics reflect the disciplined execution of the transformation, and is exceeding its targets on its two principal objectives:

80% target on Fit to Standard: a testament to the commitment to adopt industry standard processes.

90% target on Clean Core: enabling instant upgradeability and system resilience.

Ultimately, ExxonMobil’s enterprise transformation is about creating competitive advantage. By harmonizing data, simplifying systems, and standardizing processes across business lines and geographies, the company is positioning itself for faster innovation and improved experiences for employees, suppliers and customers.

Shaping the future
Transformation is also about visionary leadership in an industry that is adapting to societal needs on how energy is produced, distributed, and consumed. ExxonMobil has a long history of collaboration with SAP to address functionality gaps and ensure the solution is optimized for the oil and gas industry. In essence, ExxonMobil’s journey offers a blueprint for global organizations facing the same challenges, especially lack of agility caused by legacy systems, fragmented data, and decentralized processes.

Aerts concluded: “A successful transformation isn’t about replacing tools; it’s about redesigning processes, data and systems to deliver industry leading performance in efficiency, effectiveness and the experience of our employees and customers, while ensuring agility for adjustments required due to changes in the market.”

https://www.forbes.com/sites/sap/2025/11/04/exxonmobil-is-rewiring-its-enterprise-for-the-energy-future/

Would like to hear from any non-ELT GP on here. I assume those remaining support the culture changes. Do you? Is there something we aren’t getting?

Honestly curious.

I was selected for a in house project to replace a old computer system. Being old we had low on parts, also the reliability was very low. If I’m going to do this right why not find out where the bottlenecks are and get a wish list and try to do my best.

When the system was ready for testing I set it up next to the system that was on line and testing can be done. Some people were excited and others started claiming I was planning on taking peoples jobs.
Needless to say the rumors got started. The system did go on line and worked well.

BP will need to remove existing detrimental management and simplify its operations.

Pretty impressive reduction in leadership recently. Who is next? Will our favorite Bette Noir be shown the door? KD is a survivor and worthy player

so have they officially eliminated opps for contribution statements and feedback from peers (things that supposedly used to mean a lot). any office notice of the change in performance management or is this a big steamroll?

Corporate environments today are not the stable, lifelong paths they once claimed to be. So often we see people changing assignments, leaving the company, being put on PIPs, or facing layoffs. Stop repeating corporate talking points “At ExxonMobil, we hire for careers. ”Instead let employees build adaptable skills and navigate change effectively. This brain washing needs to stop

Is this end game for career connect or are their other changes pending? Seems like there's less information and features available than before the transformation. What was the point?

Methuen police leadership seeks a civil service law exemption. This change would base demotions on time in rank. Current civil service rules consider total employment time. The City Council gave initial approval to this proposal. State legislature adoption is still required for the change.

Methuen, Massachusetts

https://www.eagletribune.com/news/merrimack_valley/city-seeks-modification-to-civil-service-rules-in-the-event-of-layoffs/article_d3b0ce4f-8d7e-4094-87bc-c6abaef5b5b0.html

Overnight decision to move then out of the sla-ghter house currently known as Tech moves under Nish. Do we really need a chief privacy officer in that model and do we need over twenty people in a second line role where all of their functions were first line centric ? If we think of efficiencies and what matters for members this is pretty easy. This groups previous leadership fought tooth and nail when anyone dared to mention they belong in second line. (Judy and her leadership team) time to clean house I guess this is a no brainer. Any bets on what happens to a 25 person first line team moving into second line ?

New just in
Ty announced a giant reorg/struct after the recent LR's via Vidcast
Of course, Cisco is going all in on AI

Significant changes to Collab
How many years do you think we have until everyone is replaced with AI ?

Honestly, I never thought the current Bank President would have such a devastating impact on USAA Bank’s culture, organization, and people leadership. I knew him when he was an ED, watched him move up through the ranks, and genuinely congratulated him when he was selected. At the time, I was happy for USAA because I believed he might help restore the culture many of us remember from before 2018, etc. I never imagined it would turn out like this.

Standard Chartered Bank plans to cut approximately 7,800 back-office jobs. These reductions will affect over 15% of its back-office roles by 2030. CEO Bill Winters described this as replacing human capital with financial investment. This is part of a new strategy focusing on affluent Chinese customers. The bank also targets higher non-interest income and an 18% return on equity.

https://www.moomoo.com/news/post/70217825/ai-impacts-banking-jobs-standard-chartered-announces-8000-layoffs

Many of the holes are being now plugged with today’s org announcements. AD to the Chief of staff office. That pretty much confirms CH can stop dual hat and will be head of downstream.

Yet to be seen if Meg has the fortitude to send GB and WL packing. Or at the very least move GB over to some Tech center role where he can’t continue destroying value.

And now after many failed attempts to do an upgrade that’s been in works for months and months, they are entering a hard freeze since it failed, yet again. SMH.

Every time leadership reshuffles the org chart, employees do not feel alignment. They feel a wave of anxiety that another round of layoffs is coming. That feeling does not disappear after the new chart is published. It settles into the background and quietly consumes attention, focus, and energy. People start working two jobs. Their actual job, and the job of managing their own fear. On top of that, we are paying a massive tax on context switching. Teams barely get comfortable with new priorities or new leaders or new workflows before leadership announces another reset. It is impossible to build real momentum when you are constantly starting over, constantly reintroducing yourself, constantly trying to remember what the mission was supposed to be this quarter versus last quarter. I would argue that stability is not just nice to have. It is a genuine competitive advantage. But you cannot demand world class creativity and execution from people who are always bracing for impact. What the company actually needs is not another reorg. What we need is a resilient long term plan, a consistent direction, and a culture where people feel safe enough to do their best work. That is how you win, whether you are playing for now or for later.

What is the factual info behind the rumor of an August round of layoffs? Is this as a folllow on from investor day / Elliot Management changes?

We were first introduced to these ‘traveling’ resources when the Spotify model rolled through. Are they the ones leading the “next re-org” too? If not, were any of them impacted in this? Or are they the ones pushing the enablement lead lingo…

Management announced the shift to the "New Technology and Product Model" yesterday, effective June 1. They are framing the 1,000 cuts as a "skills reshuffle" to make room for 2,000 early-career hires.

To those in Tech/Product: How is your leadership actually mapping this? Is your "squad" being dissolved into these larger teams, or is this just a way to cut senior headcount before the RTO mandate hits in September? Curious if anyone has seen the new org charts yet or if we’re all just flying blind until June.

Out: Monica Hammond (“retiring”)
Out: Chris Paul. (“Pursuing other opportunities”)
Out: Richard dalton (“pursuing other opportunities”)

I was discussing with a few colleagues the potential impact of moving to 100% offshore HR support, similar to the model offered by a Capstone-type company.

This would mean completely eliminating the in-house HR department, with every employee instead getting a mobile app on their phone to connect directly with dedicated HR support agents

So we are about one month in and the new and definitely worst D&S model has not been successful. Just meeting after meeting where nobody understand what the he-l is happening. HR will never admit this su-ks but go on about how this is Industry Standard; no no it’s not. It’s absolutely su-ks

This is a textbook execution of work turnover. You eliminate all of the talent. You leave a handful of your most vulnerable sheeple to say yes without friction. You proceed to turn over the work to the incoming team. Just another American company sending work overseas. But you may be surprised to know that you still hold all of the power. If you and the thousands of employees reading these posts simply stop buying their products and in turn ask the same of your other family members, extended families, friends, people at church, neighbors, etc., you might find yourself feeling less like a victim and more like an agent of change holding these companies accountable.

What are the odds of a mega merger or a CEO change at Honeywell after the split?

Would Aero or Automation merge to form something big? Thinking about the accelerated timing of the split also aligning with Elliott's 1 year quiet term ending.

In such a scenario, history always had a new CEO. How likely will there be a new CEO?

Does this include functions like Change Management, Learning & Development, Portfolio, etc?

I want to move into the scrum master role but i heard they are changes coming to that chapter? What are the changes please?

Still no permanent CEO for Consumer. His title includes “interim”. Another sign that consumer is over and going 100% third party.

This week’s announcement has serious implications and indicates the company is moving towards elimination of the pension. You could have worked for decades and be days away from receiving your pension at 55 and lose it all under the new system. If you are staying for the pension and it is what is keeping you here I recommend you think hard and critically on what the chances are that you actually receive a pension. Clearly Darren wants it gone. Executives have their huge pile of RSUs and the pension means very little to them. They would like to eliminate the pension so the stock pops higher.

OLD SYSTEM
If are NRE and placed in NSI:

• you are put on a DPC. You cannot fail the DPC. Basically you couldn’t be fired for “low performance” if NRE

If you were not NRE and placed in NSI:

• if 3 times in last 5 years you have been NSI you were mandatory to be fired (PIL)
• else if you are NSI you could choose between PIP and PIL
• if you failed the PIP you were fired

NEW SYSTEM after 2026
NRE and DPC eliminated from policy. You can be fired for “low performance” even if you have worked successfully at the company for decades and are just a few months or days from reaching 55 when you would be eligible for retirement. You can lose it all.
If you are placed in NSI:

• if 2 times in last 5 years you have been NSI you are mandatory to be fired (PIL)
• else you can choose between PIP and PIL
• if you fail the PIP you are fired

NEW SYSTEM IN 2026 ONLY
NRE and DPC eliminated from policy but if you are NRE and NSI then PIP will be offered and if you don’t pass you will be fired. You can also just take the PIL.
If you are placed in NSI:

• if NOT NRE, NSI at any time in last 4 years, and NSI in 2026 you are mandatory to be fired (PIL)
• else if NSI you can choose between PIP and PIL
• if you fail the PIP you are fired

Is it legal to suddenly change this RTO performance policy metrics and make people noncompliant? Previously, under 11 day RTO attendance, I was at 100% compliance. However, now that they changed their metrics calculation method, I am noncompliant. By them retroactively changing my compliant reports to noncompliant reports from Nov 2025 to March 2026, wouldn’t that be considered data manipulation by the company, which is illegal? They also failed to disclose IP usage to monitor which is also illegal.

What is likely to happen in the first 90 days of when the perm CEO arrives, big or small splash with a big webcast call or just a e-mail to all staff, any changes expected at the top or the way we work, as now only a few days away

Lists released to managers today. Notifying impacted employees Mon/Tues. I cant speak for other groups within Oracle.

CSM roles will be responsible for renewals in FY27. Core will cease to exist as we know it.

This townhall stood out from the usual scripted updates—it felt more real, direct, and intentional. Instead of just showcasing achievements or high-level strategy, this one leaned into transparency, addressing ground realities. The tone was more candid and less corporate, which made the message land better. It didn’t feel like a one-way presentation; it felt like a reset—aligning everyone on priorities, expectations and the need to execute better. Overall, it felt like a signal that leadership is aware, engaged, and possibly gearing up for change.

CNN is preparing to lay off employees this week. The move is part of a digital overhaul led by Mark Thompson. This effort aims to modernize the workforce for a digital future. The organization aims for more product, streaming, and digital storytelling roles. Roles seen as relics of an earlier era will be reduced.

https://www.status.news/p/cnn-layoffs-digital-mark-thompson

What does the future look like for the thousands and thousands of agency staff who have made Allstate their career? With the numerous changes coming to the EA in 2027, is an agent expected to just lock the doors should a customer walk up or refuse mail that may look like a payment? Has anyone thought this through? How will this be communicated to customers?

As many reiterate Dan was on the board for a number of years before being put in control. The question is why now? Who was responsible for holding him back or was it several on the board? Who has recently departed the board? Maybe those or that individual? Overall it is a shame it took so long as can be seen by his quick actions once CEO. Will Dan take out whoever else kept him back?

Canon USA’s transition to Google will end up being one of the most regrettable decisions of Sammy’s tenor.

If you are like me, you did your best to prepare but nothing could prepare you for the drastic change that was put upon us on Monday. I bet most of you sat at your computer and threw your hands up once or twice this week. The new tagline for Canon will be “ Blame on Google”.

As I start to learn the product more each day, I am finding out that Google simply isn’t Microsoft when it comes to corporate USA needs and wants.

If Microsoft was concerned that more companies would move to Google, odds are they wouldn’t have raised their per license structure. The reality is Microsoft knows they are better and could charge this fee.

Communication has been at an all time low this week because people simply don’t know how to use the product.

The money we save will be offset by the lack of production this product brings upon us.

The person who made this decision should resign immediately.

Good luck, y'all.