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What’s happening with Belk

In my opinion here is what is happening with Belk. I believe they have saw what is actually work for Macy’s and Belk is going to give it a shot. Macy’s is opening up smaller format stores that seem to be doing quite well for the brand, but at the same time they are closing their stores that are simply not profitable anymore and putting more focus into their “go-forward” stores. This strategy is all too similar to what Belk is doing. I do believe we will see several more store closures with Belk in the new year but honestly if this can help the company I believe it should be done. I mean it is working for Macy’s as they saw their first sales increase and positive outlook for the first time in several years.

#Business #Closure #Company #Retail #Strategy

Coworker trained her own replacement

A teammate who got laid off in the last round spent weeks helping a new hire learn the job, showing him the ropes, answering questions, in essence, training the person who would take over. And then suddenly, she's gone, without warning. The new hire is now doing her old role. I can’t wrap my head around how companies actually do this.

#Company #Culture #EmployeeRelations #Layoff #Training

Honestly, MUFG is a great place to work.

The people are smart, supportive, and easy to work with, especially offshore IT teams and there’s a real sense that everyone’s pulling in the same direction. Management gives you room to do your job without micromanaging, and the focus on long-term thinking makes the work feel meaningful instead of rushed. It’s a solid, positive environment overall. Five star company for sure.

#Environment #Management #Micromanagement #Company #EmployeeHappiness

Exxon to cut 2,000 jobs as oil sector workforce reductions accelerate - 20% less in 2025 compared to 2019

Kevin Crowley and Robert Tuttle

(Bloomberg) – ExxonMobil plans to cut about 2,000 jobs globally as the Texas oil company consolidates smaller offices into regional hubs as part of its long-term restructuring plan.

The reductions represent about 3% to 4% of Exxon’s global workforce and are part of the company’s ongoing efficiency drive, Chief Executive Officer Darren Woods said in an memo to employees Tuesday. Calgary-based Imperial Oil Ltd., which is nearly 70% owned by Exxon, announced Monday it is cutting 20% of its workforce.

Chevron Corp., ConocoPhillips and bp Plc are among major oil companies to have also announced thousands of job cuts in recent months as crude prices tumbled this year in response to increased supplies from OPEC and its allies. Exxon, however, has been on a major internal restructuring push since 2019 as Woods sought to simplify the company’s sprawling global footprint that came as a result of the merger with Mobil two decades ago.

Exxon is making “tough decisions” that build upon a years-long effort to improve competitiveness, Woods said in the memo. “The changes we’ve announced today will further strengthen our advantages and grow the gap with our competition, helping to keep us in the lead for decades to come,” he said.

Exxon declined to comment beyond the employee memo.

The regional hubs will focus on Exxon’s major growth initiatives such as oil in Guyana, liquefied natural gas along the Gulf Coast and trading globally. For example, the company recently announced plans to move employees from Brussels and Leatherhead, UK, to central London, where many of its traders are based.

Exxon had nine functional companies that operated relatively independently from one another when Woods took over in 2017, creating layers of bureaucracy and duplication of support services. The company now has three main divisions — production, refining and low-carbon — all of which share services like engineering, IT and project management.

The changes have helped Exxon cut $13.5 billion of annual costs since 2019, more than all other international oil majors combined, according to the company. It plans to increase this figure by 30% through the end of the decade.

Some savings have come through asset sales and workforce reductions, but Woods has said the changes also have led to better performance, such has improved maintenance of major facilities and better sharing of best practices between business units.

Exxon employed 61,000 people globally at the end of 2024, nearly 20% less than in 2019, according to the company’s annual filings. Imperial had 5,100 employees at the end of 2024.

https://worldoil.com/news/2025/9/30/exxon-to-cut-2-000-jobs-as-oil-sector-workforce-reductions-accelerate/?oly_enc_id=7798E9325367A8R

#Company #Job #JobSecurity #Layoffs #WorkforceReduction

How’s your department doing right now? Here’s what I see in “Marketing.”

The marketing function has become a factory for titles, acronyms, and unaccountable “strategy” that fails the only test that matters: measurable impact on claims, utilization, and outcomes. Too much work is optimized for decks, meetings, and vanity metrics—and not nearly enough is grounded in basic insurance fluency, network reality, or results you can defend in the data.

The org is so aggressively matrixed that responsibility evaporates. People “own” a narrow slice of a slice of a business, yet can’t clearly explain what they own, what the product actually is, what the acronyms mean, or how members are supposed to find in-network care. When ownership is that diluted, execution becomes guesswork and accountability becomes optional.

Meanwhile, member outreach is a chaotic pile-on. Digital sends emails. Marketing sends emails. MDLIVE sends emails. Express Scripts sends emails. There’s no single orchestrator, no shared plan, and no one accountable for the member experience end-to-end—just overlapping blasts and conflicting messages. Cigna doesn’t have a marketing organization; it has a fragmented broadcast system optimized for internal theater, not results.

#Marketing #Question #Title #Email #Company

Goldman Sachs expects layoffs to keep rising—and says investors are punishing the stocks of companies that slash staff

“Linking recent layoff announcements to public companies’ earnings reports and stock market data, we find that the recent increase in layoff announcements came mainly from companies that attributed their layoffs to benign factors, such as restructuring driven by automation and technological advancements.” But instead of going up, these stocks fell by an average of 2%. And companies that cited restructurings were punished even more harshly. As the analysts wrote, “This suggests that, despite the benign justifications offered, the equity market has perceived recent layoff announcements as a negative signal about these companies’ prospects.”

https://fortune.com/2025/12/25/goldman-sachs-research-ceos-layoffs-stock-price/

#Layoff #Layoffs #Price #Company

2025 - the year of engines that blow up. Does it count as an official engine blow up when d-mb owners don't add or change their vehicles oil?

Engine recalls used to be the sort of thing most people never noticed unless they owned the vehicle in question. In 2025, they've become impossible to not notice. An absurd number of major recalls and federal investigations have centered not on software, airbags, or infotainment glitches-although there has been plenty of that-but on the most fundamental component of all: the engine.

Over the past year, more than five million engines sold in the United States have either been recalled or placed under official scrutiny. The brands, layouts, and customers differ, but the mechanical thread running through these failures is largely the same.

To meet fuel economy and emissions targets, modern internal combustion engines operate on razor-thin margins-manufacturers have pushed machining tolerances tighter than at any point in history while pairing those designs with ultra-low-viscosity oils such as 0W-20 and 0W-16.

From an engineering standpoint, thinner oil reduces parasitic losses and improves thermal efficiency. The tradeoff is that there is almost no tolerance left in margin to absorb any inadvertent contamination or variance during manufacturing.

In older engines, small amounts of residual debris from machining-metal shavings, casting sand, or abrasive material-could often be absorbed without immediate failure. When microscopic debris enters oil galleries in a modern engine, it will disrupt hydrodynamic lubrication almost immediately, accelerating wear on crankshaft journals, bearings, and connecting rods. Once that process begins, failure will arrive quickly and fiercely, without much warning.

GM's L87 V8 failures have been linked to bearing wear and crankshaft damage associated with metal debris. Interestingly enough, the L87 used in marine applications-like Nautique and Malibu ski boats-is spec'd with 10W-40 engine oil and hasn't experienced the same failures as in automotive applications.

Toyota's V6 issues trace back to machining residue that made its way into the crankcase. Honda has cited bearing and rod concerns, while Stellantis acknowledged the presence of sand from the manufacturing process in some engines.

These are not exotic or high-performance powertrains; they are mainstream engines built in large volumes. Engine replacements are among the most labor-intensive repairs a dealer can perform, often consuming 15 to 20 hours of shop time per vehicle.

Automotive News estimates that across the industry, the combined financial exposure from this year's engine recalls totals in the billions, with long-term warranty costs still to be determined. Never mind the incalculable damage to the overall brand-powertrain durability is foundational to brand reputation, particularly for trucks and large SUVs.

None of this suggests that modern engines are poorly built. On paper and on the road, they deliver more power, better efficiency, and lower emissions than their predecessors ever managed, but corners are being cut in the assembly process in the name of cost or efficiency. Maybe with a more relaxed regulatory environment, automakers will be able to bake in a bit more tolerance as a safety margin, that or like, go back to using 5W-20 engine oil.

#Company #AutoMakers #AutoParts

Always remember who HR really works for

In my old company, a colleague had a serious issue with a director and went to HR for help. She documented everything perfectly. Instead of investigating, HR scheduled a mediation where they sided with the director and suggested my colleague was not a team fit. It was a clear lesson that their only job is to protect the company from us. From what I've seen here so far, the same applies here.

#Company #Conflict #Culture #EmployeeRelations #HR

Song Dedications for 2026

How about we create a list of song dedications to a few of the stellar leaders going into 2026?

My choice for Sammi in 2026 is “King Nothing” by Metallica 1996. Give it a listen and see if you think it fits.

Other suggestions for the January kick off play list?

#Company #Discussion

Upstream Research is a Joke

Someone in the MC please get rid of these EmTec jokers in Upstream research. Its a blatant waste of company’s money to satisfy egos of nobody phDs with no original ideas, just su-king the company dry by wasting time on useless ‘ideas’.

Just do an aidit of spends and value created, surely someone is checking the billions of dollars in valuations they claim? right?

#Research #Company

Nike cannot come out with anything original, ground breaking, influential like they used to

WHY? WHY?

They are bloated and bureaucratic and then filled with bunch of a-s kissers who is being managed by even bigger incompetent a-s kisser.
If you don't believe me then explain to me why Nike cannot come out with anything new like they used 10 years and before that.
What Nike needs is break up the company and be run as separate units. Common stock holders will make more money.
Nike employees will have more opportunity to work since each companies needs position filled.
As long as Nike remains same path expecting different results then Nike is INSANE.

JDI will stand for Just Die Id--t!!

#Company #Bureaucracy