#changemanagement

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.

https://www.thehill.com/opinion/technology/5775420-remote-first-productivity-growth/

Last year, there was a big push in EVDD to get our Voice+ surveys done early. They were aiming for 100% participation, almost making it feel like a fun competition between orgs. We all want our team to shine with the highest participation so many submitted early as requested

But looking back, it’s interesting to note that layoffs happened right before the survey deadline. It was obvious they wanted to gather all the positive feedback before they cut headcount. May 13 was the layoff date last year. I heard the Voice+ survey will open on April 14 this year. Not sure on the deadline though.

We have a new executive…he’s not just going to keep things as they are. He will want change. Are they tracking to do the same this year. Interested to hear if anyone heard anything.

APLA is nothing without CS.
This is why I'm writing the appeal the decision made up above that CS moves to Greater China which is not a good idea.
CS needs to stay in APLA at least until it's broken up.
GC needs a local to the Chinese market.

One thing that Optum lacks is Change Management processes. They will reorganize teams and expect people to get on board or even understand the new function. And then wonder why morale and performance is low. And with the RIFS happening good people are not performing at the capacity because NO ONE knows what they are supposed to be doing. Because leaders do not either. I missed when leaders actually led. Now everyone just wants to peacock and look the part. What a sad time in our company.

Whelp, there it is. Cordani just announced his retirement. Will Evanko turn things around? Please, no more rebranding.

From his linkedin post

"AI has sparked a new round of conversation about COBOL, with tools emerging that claim to translate legacy code and, with it, solve the modernization challenge. It is worth being precise about what that means and what it does not."

This framing understates the reality. The modernization challenge was never about translating COBOL syntax—it’s about risk, economics, institutional knowledge, and business logic embedded over decades. AI didn’t suddenly “spark” this conversation; enterprises have been trying automated translation, wrappers, and re-platforming since the 1990s, with mixed results at best.

Has anyone heard whether risk programs are being paused right now? With so many changes lately, it’s been tough to keep up, and I’m just trying to get a clearer picture. The goal is to make sure teams are set up for success, so any insight would be appreciated. Managers are eerily silent.

Does anyone know what we can expect from Agentic AI in PayPal in the next 12 to 24 months in terms of it's capabilities? I understand Lores is fully focused on Agentic AI and will likely use it to reduce the workforce like he has done at HP.

I'm not interested in what you've read from AI regarding Agentic AI as I've done that myself. If possible, I would like to hear from someone within the company who has been working with Agentic AI at PayPal or who knows what the general plans are? For example, will it handle 40% of disputes/limitations/fraud claims in 12 months.

Really curious as Lloyds bank announced this month they will be using Agentic AI for complex fraud and complaints reviews. With the advancement of Agentic AI, PayPal's desire for lightning fast changes and Lores's enthusiasm for Agentic AI and cuts, big changes could be on the way very soon. gulp

Just got notified that I have to take some kind of change management training along with other managers ( aero ).
Sounds like the same playbook they put us through in 2017 and 2021.
I still have the notes .. and the survivor guilt.
1) Leader Training ( Pre Announcement)
Why & How, empathetic communication, Legal /HR compliance
2) Managerial Training ( Post Announce/Transition)
Survivor guilt & fear, workflow redesign, resistance mgt
3) Employee Support & communication.

Did any one notice the recent changes for HR? Is this the sign for the next reorg for the company as whole? (I know most parts of the company is currently or just finished their reorg)

Houston is modernizing the buildings based on the San Ramon model and we promise you will only move to the unassigned model in a modernized space. You’re going to love it.

What is the mood knowing they broke that commitment and are now awkwardly and cowardly backtracking by possibly bringing the Hess building into play?

Btw, MN was the decider to force everyone into unassigned. Now RB is trying to clean up his mess.

In the news: Mr. Clean himself has been retired. Rumor has it Dan is in talks to bring him on board to help clean house. An professional of his stature would be a useful asset in facilitating the serious cleanout Vz requires. It is doubtful however that he will come along at a low cost.

Firstly in sales you have to believe in what you sell, for me unquestionably Opentext are a leader in the information management space , and we should have full confidence in telling that story to our customers.

The old adage of no one got fired for going with IBM(poignant with new CEO), for me is the narrative that we should be using at OT(we are big enough to carry this)but we need help with messaging, let's get crisp and slick with this.

I know there has been change in marketing(needed) how did we get to the point of having a few fancy dress Teddy bears, dressed up involved in our core messaging(this is embarrassing) . We are talking about a small group of people who were paid millions of dollars per annum, and that is the best they could do, surely someone must have thought wtf is this!!

It is time to get serious, we all know change is a foot. I am in a non core part of the business and could be gone next quarter(this core /noncore needs boxed of ASAP, horrible for morale) but I wouldn't hold that against OT if I left the business, that is the world we live in. If iam here and I hope I am, let's get our ** together and start working together.

Looks like evicore is def getting hit again on 2/12. They sent an all hands this am changing the process for terminating an employee. Sounds like they are trying to streamline the process jeez.

When senior executives leave, the change rarely stops there.

Leadership shifts reset strategy, trust, and expectations. That reset naturally moves to the director level.

Directors are visible. They execute strategy and often carry the imprint of the leadership that promoted them. In transitions, that association matters.

The signs are familiar. New operating rhythms. More focus on accountability. Questions about why work exists, not just how fast it moves.

This does not always lead to exits. Sometimes it shows up as stalled growth, role changes, or sudden performance narratives.

What many miss is that this is not about personalities or praise. It is about how large organizations actually operate. Leadership change is a business process, not a sentiment exercise. It also exposes a harder truth. Many people in senior roles never fully understood the business to begin with.

Titles offer little protection in these moments. Alignment does.

Executive exits make the headlines.
The real change happens one level down.

Following are brief recommendations on how Managers may approach Strategic Realignment discussions with associates:

1. Opening Remarks (Smile, but not too much)

• “Thank you all for joining today’s discussion about our exciting next phase.”
• “This initiative is part of our commitment to agility, efficiency, and other words that sound positive but mean ‘change is coming.’”
• “I want to reassure you that this is not a layoff. It is a realignment. The difference is mostly semantic, but Legal insists we say it.”

1. Key Messages to Deliver (Without Laughing)
   A. “We are evolving as an organization.”
   This means:
   We are eliminating roles, but we’re calling it evolution so it sounds like nature’s fault.
   B. “We are aligning talent with business needs.”
   This means:
   Some of you are no longer aligned with the business.
   Or the business is no longer aligned with you.
   Either way, alignment is ending.
   C. “We are optimizing our global footprint.”
   This means:
   Your job is moving to a place where the company pays people in gratitude and snacks.
   D. “We are committed to transparency.”
   This means:
   We will tell you everything we can, except the things we can’t, which are most things.

2. How to Answer Employee Questions (Without Actually Answering)
   Q: “Is my job safe?”
   A: “Great question. What I can say is that every role is being evaluated for future alignment.”
   (Translation: No.)
   Q: “Why did my performance rating drop?”
   A: “We’re using a new calibration model to ensure fairness and consistency.”
   (Translation: We needed numbers.)
   Q: “Why didn’t we issue a WARN notice?”
   A: “We are fully compliant with all regulations and are executing changes in a phased, thoughtful manner.”
   (Translation: We sliced the layoffs into tiny pieces like a corporate ninja.)
   Q: “Why is my role moving to Pune?”
   A: “We’re leveraging global centers of excellence to maximize efficiency.”
   (Translation: Labor arbitrage.)
   Q: “Why do I have to return to the office when my team is remote?”
   A: “RTO strengthens collaboration and culture.”
   (Translation: Attrition tool.)

3. Tone Guidance (HR Requires This Section)

• Be empathetic, but not so empathetic that employees think you can help them.
• Be supportive, but not so supportive that employees think you know what’s going on.
• Be confident, but not so confident that employees think you’re safe either.
• Avoid humor, unless it’s the unintentional kind created by corporate jargon.

1. Phrases You Must Use (Even If They Make No Sense)

• “Future‑ready workforce”
• “Talent optimization”
• “Cross‑functional agility”
• “Global alignment”
• “Strategic redeployment”
• “Enhanced operational cadence”
• “Employee‑centric transition pathways”
• “Right‑sizing for long‑term success”
  (Note: Do not use the word “layoff.” HR will appear behind you like a ghost.)

1. Phrases You Must Avoid (At All Costs)

• “Layoff”
• “Firing”
• “Job elimination”
• “Cost‑cutting”
• “Offshoring”
• “WARN Act”
• “Unemployment insurance”
• “My badge didn’t work this morning either”

1. Closing Script (Read Slowly, With Forced Optimism)

• “I want to thank each of you for your continued dedication during this exciting period of transformation.”
• “We are confident that this realignment will position us for long‑term success.”
• “Please check Workday for updates to your role, location, reporting structure, job title, and employment status.”
• “If you have questions, please reach out to HR. They have been fully briefed on how to not answer them.”

1. Manager Reminder
   If anyone asks you a question you don’t know how to answer, simply say:
   “We’re still finalizing details.”
   This phrase is legally safe, emotionally neutral, and universally applicable.

Serious question: does anyone else feel like we’re past the ‘planning’ phase and already in the ‘waiting for the shoe to drop’ phase?

Big leadership announcements, but no full org charts below first line, no clear direction, and oddly few real comms.

Feels familiar.

• Michael Fiddelke, who started at Target as a finance intern, takes over the top job at the retailer on Sunday.
• He must deal with declining sales and civil unrest in Minneapolis, the city where Target is based.
• The company's outgoing CEO will stay on as executive chairman, raising questions about how much change is possible.

https://www.businessinsider.com/target-ceo-michael-fiddelke-thrown-into-crisis-mode-day-one-2026-1

With all the changes I thought this board would be active.

There is something in water brewing with the IBM connection. I found it quite strange IBM speaking at the kick off given the past relationship. It looks quite clear the new CEO has been brought into to facilitate a takeover of some sort by IBM, clears the decks of what they don't want and make the takeover/transition easier and cleaner. He looks a safe pair of hands that IBM trust, there is simply no other reason you would give a man closer to retirement and has been semi retired for a number of years this gig.

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.

Let the unfettered McKinsey begin. Get that efficiency ration down now. Layoffs anyone,

OOM-2's in L3 and L4 Stores will swicth to OOM-3 positions, L-5 stores will not have a CCA but wil have an OOM-3 only if they also have a GGT. That will be decided by a HSA.

Severance for 2026 has anyone heard any changes to the current plan?

Spotify was a broken model to begin with especially in Fidelity.

But What's the inside story on how they realized this agile model is not working in Tech. After spending millions over the years on all change.

New Geo's coming soon
!!!

What will happen with CS? As APLA will sure to cease.

Dan, you have taken the pledge, have an obligation, thus to be resilient and NOT RUTHLESS.

Outage, valuable 2026 lesson(s) learnt, difficult as-is, thus formulate a to-be "savvy and realistic" turnaround strategy.

Mission (make it better): Customers first and then employees second!!!

Goal (image is everything): Do not allow the competition to eat and take Verizon's lunch.

Irony (sorrow): Wednesday's Outage, formerly Hans the network SME and also formerly Shank (Shankar) the IT SME, causes and effect??

The layoffs and reorganizations are a distraction and targeted to ki-l the old SAP business streams and make way for the future - Palantir becoming the most important service provider in Europe with the help of SAP.

CK recently sent an email to everyone explaining why AI is the top priority and all 5 OKRs on the SAP leadership level have AI in them. What he failed to mention that SAP is diverting their internal resources away from the core businesses such as ERP to focus on the immediate demand from Plantir and the U.S. Department of Defense.

Palantir is already an SAP partner.
https://www.sap.com/partners/find/palantir.html

However, there was never a time when SAP doubled down its entire engineering effort to satisfy one single partner. I won't share each of the 5 OKRs publicly. But if you look into each OKR and their overlap with the requests from Palantir, you will be surprised. The entirety of Sovreign cloud features are to support the U.S. Department of Defense and its supplier base.

Joule is synonymous with the Palantir Artificial Intelligence Platform where SAP just builds features that Palantir needs. Like AIP, Joule is supposed to focus on a relatively user friendly GUI for AI agents with a focus on low code / no code. It is to be given access to all customer data and also private SAP employee data. Even the interface of Joule mirrors AIP and it has the action-driven logic and automation in the code structure.

In internal emails, CK asked for focus on some critical industries for Joule. It is the same list that Palantir advertises on their AIP website.
https://www.palantir.com/platforms/aip/

In 2026 Q1 several employees in the top management will 'quit' because of the change in direction for the 2026 strategy. Signavio Process Mining is actually developing features that can be sued by Palantir's Foundry Process Mining & Automation platform.

I understand why a company would shift focus on AI features. But I don't understand why SAP is changing their entire strategy to accommodate for everything asked by a single SAP partner - Palantir. Seamless connectivity between Palantir and SAP Business Data Cloud was the first step. And now the executive board's decision is that the development in 2026 and 2027 will effectively ensure interoperability between Joule and AIP and allow for effective bidirectional data access.

Palantir is unable to get adequate access to European government, industry and civilian data and they plan to get this access through SAP. For this, Palantir is working on HyperAuto, which serves as the dedicated integration bridge connecting SAP’s core systems into Palantir Foundry and AIP.

You know which company worked closely with Palantir before SAP? Airbus. Palantir literally powers Airbus's digital twins via Skywise, currently used by more than half of Airbus Commercial employees giving Palantir full access to their design, manufacturing, and predictive maintenance. It came into fruition around the same time Dominic Asam moved from Airbus to SAP.

This Skyview system is what accelerated layoffs across Airbus just as Joule is supposed to accelerate layoffs across SAP. Performance management and HPOM and lower salary and benefits budgets will keep SAP employees too distracted and busy and scared to speak up.

This is a major concern for SAP shareholders because they did not vote for SAP to become a puppet for an American intelligence company. This is a major concern for SAP employees because they are supposed to work on the exact technology that will be used to fire them. This is a major concern for SAP customers because they are getting really bad AI slop in SAP products which is counterproductive for their use cases and they are asked to pay more to fund the development for Palantir. This is also a major concern for European governments because the U.S. Department of Defense found an effective way to infiltrate and cripple Europe's data sovereignty. The SAP executive board has been downplaying the significance of this cooperation

All of this because CK, the former Airbus CFO and other executive board members are making money from SAP executive bonuses and have their future set up when they leave SAP. .

Politics rule this company. It would be established if they didn’t stop changing technology every 3 months… about the amount of time it takes for a senior leader to be let go or forced into retirement, and bringing in someone new who wants a notch on their belt for implementation.

Let’s also start where they positioned to sell to Cigna and took themselves out of regular insurance without signing contracts. Cigna backed out, most likely pointing and laughing and the stupidity. The email sent by sad-sack senior leadership was confusing, poorly written, and verified there was something fishy going on. If you’re going to lie, Humana, lie better.

Humana: when it takes a year or more to resolve IT issues but 3 months to restructure and change technologies.

https://careers.massmutual.com/job/springfield/global-workforce-management-director/724/89713009728

The Opportunity
The Global Workforce Management Director will be responsible for leading the development and execution of Operations’ global strategies to enhance organizational performance. Establish and implement workforce management standards and best practices to promote strong communication, collaboration, and engagement across onshore and offshore teams, ensuring the organization operates efficiently and effectively in a global environment.

The Team
The team is comprised of Strategic Consultants responsible for developing, implementing, executing, and overseeing global transition initiatives across Operations. Your individual role will have an impact on ensuring we have effective remote working standards, hybrid working guidelines, cultural competence, work location recruiting and engagement strategies, etc.

The Impact
You will be accountable for driving the strategic vision, planning, and management of global workforce transitions, ensuring alignment with organizational objectives and operational effectiveness. As the Global Workforce Management Director , you will partner with senior leaders, business units, and external partners to identify, plan, and execute transitions that optimize the global operating model. This will include communication, change management and readiness considerations.

Key responsibilities include, but are not limited to:

• Lead and Develop Team: Manage and mentor a team of Strategic Consultants focused on global transition activities, ensuring coverage across all operational teams. Ensuring the team maintains effective coordination, communication, and appropriate confidentiality in the work they perform.
• Strategic Roadmap Execution: Develop and drive the execution of the global workforce transition strategy, including the creation of transition roadmaps and governance standards.
• Stakeholder Engagement: Consult with senior leadership and business partners to identify transition opportunities, provide recommendations, and facilitate decision-making.
• Transition Management: Oversee the identification, planning, and execution of work transitions to global partners (e.g., MMI, external vendors), ensuring seamless handoffs and operational continuity. This includes establishing new offshore engagements, modifying existing engagements and coordinating corrective actions for underperforming engagements.
• Vendor and Partner Oversight: Maintain and enhance relationships with external partners, manage contracts, and ensure business satisfaction through regular performance reviews and issue resolution. This includes monitoring SLA’s and operating results, taking the lead on coordinating performance improvement and corrective action planning as needed.
• Governance and Reporting: Establish and oversee standards, KPIs, and reporting mechanisms to monitor the performance and impact of global transitions.
• Enterprise Coordination: Work with the MassMutual Global Business Services (GBS) team to maintain alignment on short- and long-term planning, execution, reporting and governance of offshore activities. Ensure the Operations GWM and MassMutual GBS teams maintain alignment on their activities and avoid duplication of efforts.
• Continuous Improvement: Identify and implement strategies to enhance productivity, mitigate risks, and continuously improve the global operating model.
• Change Leadership: Lead organizational change initiatives, fostering a culture of agility, accountability, and inclusivity.

The Minimum Qualifications

• Bachelor’s Degree or 8 years of experience in operations, strategy, global or workforce management.
• 5+ years of experience in strategic consulting, operations, or managing large-scale transitions.
• 5+ years people management experience or commensurate leadership experience

Announced rebadging for E Content Shared Services: EDMS CMS LMS and OCR affected. ?/130 members number currently unknown.