#culture

It’s not what’s for dinner…... Shake up the company and bake the books. Still waiting for growth mode

Long story short: Narcissism
https://www.nytimes.com/2026/06/22/opinion/office-work-wfh-bosses.html?campaign_id=190&emc=edit_ufn_20260702&instance_id=178092&nl=from-the-times®i_id=303219294&segment_id=222430&user_id=e62dd592dff74950d232459131314d71

I remember when this place actually felt good to be at, but that was before a certain (leaving this vague for a reason) group got hired in one big batch and shifted the whole dynamic. They built their own little group, pushed out the old guard, and now it is all gossip and maneuvering instead of just getting things done. I have been here around seventeen years and at this point I just want to do my job and go home without worrying about who is talking about who or what game is being played next.

And so it begins! The long standing tradition of the Managing Partner sending an Independence Day message seems to have been left to DC this year.

What’s next?

How's that working out for our executives?

I’m slaving away working my four carts. Trying to get it all put out fast so me CPH will be high and I won’t go over me time….IMPOSSIBLE!!!
Sweat rolling off my face.
Then I see this ONE cart that three Walmart people are working on… they each pick up one case at a time walk down the aisle where it goes they come back and they chat, giggle take a few minutes. Take a few more minutes. They’re having a good ole time.
I’m thinking WHAT!!.. In my brain. Guess I took a moment too (Giggle)
Sweat still rolling down me face as I have to get back on the hamster wheel.
Just thought I would share that.

How many layers of executive management exist between the CFO and a person who actually does some work? I'm looking at an example now that shows 5 layers, all based in Houston, all execs and none actually doing anything other than talking about other folks work. It's embarrassing to see the greed given the pain they're causing the rest of the organisation. Too many snouts in the trough and it needs to stop.

So what exactly is going on big giant Eisp for all then for some.Then no Eisp everyone does everyone’s job.Now it’s entire groups titles get surpluses so they can eliminate your title and if you don’t go you become a universal tech.Sorry but they purposely wrote the contract in languages no one would understand with fine printer can’t see possibly invisible!!And I vote No every time to extensions for this reason you can’t tell who sold you out .One giant secret as always the Union can at any time spill some beans but nope fk this place .This prison sentences I committed myself to is almost over

Now they are a cloud company? HAHAHHAHAHAHHA! Who the heck would trust those momo's with enterprise workloads.

https://www.marketwatch.com/story/is-meta-giving-up-on-cutting-edge-ai-wall-street-is-divided-over-potential-cloud-pivot-7c5ffc5d

This extension isn't for you, this mass exodus just didn't fit their timeline. My guess is there will be a lot of rah-rah bullsh-t next week, and guilt tripping.

Do what's best for you, not the shareholders. Project Simplify isn't over, they just want you to forget about it right now.

The UK Works Council is only there to give a veneer of respectability to whatever DXC HR choose to do. There is no accountability. They never push back strongly just approve as they are asked to do like good pets. Try talking to them and they just say there is nothing they can do.

What they should do in all conscience is resign from the works council so HR can't say "this was approved by the works council".

how can pals hold each other accountable? they cant. so the consultants who keep hiring their buddies to make a "strategy team" paid 3x what managers are paid can do whatever, rif whoever, and answer to no one with smirks and sarcasm. not new...like last cmo who brought in 4 MD leader pals from caremore. Its gross and cold. Remember yesterdays rifs pay for the next exec.

Hackett Pavilion 1 & 2. Are you kidding me? When nothing is named after Mulally, it shows you how insecure and id--tic leadership really is.

Watch what you say in PA office. Program manager has an ax to grind.

Many of you may not know Tom, he was the CEO before Chris. He was a brilliant guy who focused on winning and judged you on performance and performance alone. Tom was no BS, and had the unique ability to completely destroy you with just one disapproving look. He didn't have to say a word, just one look and you knew you sc--wed up. To Chris, you know the look I'm talking about and I hope right now, at this moment, all you can see when you close your eyes at night is Tom staring at you with complete disdain for what CDW has become.

Why four days? Simply put, four is twice as many as two.

As a result, employees should expect approximately twice the collaboration, twice the innovation, and, where practical, twice the culture.

While these projections have not yet been validated, they remain directionally encouraging.

The Value of Presence

Research consistently demonstrates that employees working in close physical proximity are more likely to:

• Ask if anyone has seen the conference room adapter.
- Spend fifteen minutes determining whose turn it is to reboot the meeting-room computer.
- Participate in spontaneous conversations that begin with, "Quick question..." and conclude forty-three minutes later.

These are the kinds of high-value interactions that cannot be replicated through purpose-built collaboration software specifically designed to replicate them.

Visibility Matters

Although employee evaluations will continue to be based entirely on performance and results, it is important that those results occur where they can be observed.

This allows leadership to appreciate the effort that accompanies the work, such as walking briskly between conference rooms while carrying a laptop.

Building Culture

Many employees have indicated that they already feel connected to their teams.
This is encouraging, but incomplete.

Organizational culture is strengthened through shared experiences, including:

• Searching multiple floors for an available meeting room.
- Listening to someone else's conference call while attending your own.
- Discovering at 11:58 a.m. that everyone had the same idea for lunch.

These experiences build institutional knowledge that is difficult to quantify, which is fortunate.

Addressing Productivity

Some employees have expressed concern that additional commuting time may reduce the number of hours available for focused work.

Leadership recognizes this possibility.

To offset the impact, employees are encouraged to become more efficient.

Frequently Asked Question
Q: If my team is distributed across three states and we still meet on video calls, why am I commuting?
A: While your meetings may still occur virtually, it is important that they occur virtually from the office.

This reinforces our shared commitment to flexibility

In the present leadership era, apparently it’s perfectly acceptable to drop a bo-b right before a holiday, and then make sure all VPs show out of office for the rest of the day so as not to be bothered by the peasants. Meanwhile, I’m sure they are using AI to figure out talking points on how everyone is valued, we’re still a family, blah blah blah…CDW culture, or what it once was, is DEAD.

Aside from the overall strategy to reduce the onshore employees, which is terrible for us all and of course we all hate it... would you ever admit that seeing the company rally back is a positive? Or has hatred for the company which allows you to pay your mortgage clouded that fact?

I'm planning to switch jobs soon anyway, but a big reason is that as more of my team has been moved offshore, working with my newer teammates has become a lot more frustrating. The newer male hires in particular constantly interrupt me during calls, second-guess what I say, question my judgment, and never apologize even when they end up being wrong. It's gotten so bad that the people on other teams that I regularly work with on these calls have noticed and started asking me what's going on. I see the same behavior directed at our new female offshore hires, but they're much more timid and less likely to call out bad behavior like I have so they get it worse than I have. One of them keeps getting backlogged tasks pushed onto her from another male employee who keeps saying he's "delayed" on his simple debug task that he's been working on for two sprints now.

My manager was recently replaced with an offshore manager too. They said they'd talk to the new hires because they've also been on a lot of these same calls and have seen what I've brought up during our one on one meetings, but nothing has changed, quite frankly.

For about the last month I've been documenting these incidents and talking with an HR representative after submitting a ticket. So far I've mostly been told to work through my management chain or try resolving things directly with the people involved. HR has suggested it might just be cultural differences that I need to navigate. I don't think "cultural differences" explain people repeatedly dismissing my work or questioning my judgment when I've been on this project for much longer than they have. It also doesn't explain the general disrespect. I also don't think management would be very receptive to the idea that the culture of their own employees is contributing to s-xist behavior. At this point, I'm kind of fed up but already planning on leaving anyways. I was just curious to see if anyone else regardless of gender has been brushed off by HR or management regarding navigating these "cultural differences" which is being used an excuse to ignore horrible work practices by offshore since I can't imagine that's good for the long term of this company.

Can onky imagine rhe Dan direct reports hiding in offices amd DEI Sr Directors using AI to answer " Now what?"

Really miss seeing Directors walking around Basking Ridge HQ parking lot claiming volunteer hours!!!

You work for the oligarchy. You will deliver.

(nothing personal)

The joys of working :)

Zayo signed a major contract with Mastec. Lord help us.

What's the latest ?

The CEO with the worst presenting skills and personality ever is off. Apparently he leaves us in a position of strength…..

Every day, associates at BNY Mellon share raw, unfiltered feedback on TheLayoff.com—concerns about ongoing job cuts, shrinking mobility opportunities, and a workplace culture that feels increasingly uncertain. What’s striking isn’t just the volume of comments, but the silence that follows. People are asking whether Executive Leadership genuinely cares about what employees are experiencing or whether these voices are simply being ignored.

The Executive Committee has chosen not to acknowledge the discussions happening across these forums, and that silence speaks loudly. Associates want transparency. They want accountability. They want leadership to show that they understand the human impact behind restructuring decisions. Instead, the absence of communication creates more anxiety, more speculation, and more distrust.

So here’s the question for Executive Management and the broader community: If thousands of employees are expressing the same concerns, why is leadership staying quiet? Silence may be a strategy, but it’s not stewardship. It’s not engagement. And it’s not what a global workforce deserves.

It’s time for leadership to step forward, listen openly, and respond honestly. Employees aren’t asking for perfection—they’re asking for acknowledgment.

I am submitting my VSP today. Nobody is doing anything...leadership out constantly... its joe over. I might be on a generational run right now though... I was lucky and have a final interview for role outside of healthcare... I wont get into the specifics, but I do feel very confident based on all available information, and conversations with the hiring manager. No, its not iron clad, but its enough for me to take the leap and leave. Since I haven't had a bonus the entire time I have worked here.... the VSP would be nice. However, they really don't want anyone to actually be able to take it though. It takes a very particular situation to benefit from the VSP based on all of the restrictions. There is nothing HUMAN about executive's behavior. The lies. The condescending rhetoric. The "transformations." Its bogus and I am over it. I wish everyone the best of luck, truly.

What ID10T thought product name up? Glad I finally said it.

Out as President of the Cigna group.

GOOD RIDDANCE!!!!

McKinsey is the devil and Jonathan Riguad is their Dutch plug. They are the epitome of if GPS told them to turn right into a lake they are surely drowning. Abysmal

Is anyone else questioning the legitimacy of things we've been told about the VSP or our future here? I mean, with all the intentional ambiguity and gaslighting, I don't trust anything or anyone anymore.

What's up with the disclaimer in the offers that says "this is an estimate and can change"? How would it change? Hopefully, people aren't making decisions based on the numbers provided, only to find a significant gap when the money is dispersed.

Ya Feckin Eejits (and you’re still so gullible).

He does not care.

Why the F do we have a Chief Growth and success officer?

We're so top heavy its laughable now

What an embarassing situation for them.

At DXC, "synergy" isn't just a buzzword—it's a religion practiced by middle managers who haven't approved a single decision since 2019 without first escalating it to a steering committee, which then escalates it to a governance board, which schedules a follow-up to discuss whether a meeting is needed.

The performance bell curve is so aggressively steep it's basically a cliff face. Somewhere around the 99.9th percentile, perfectly balanced on the summit, sit exactly two people: the CEO and whichever golden-boy lieutenant he's decided is "strategically essential," each pocketing a multi-million-pound pay bump for vision and leadership the rest of the org has never personally witnessed. Everyone else is distributed along the rest of the curve like sediment, fighting over a 1.8% pool increase and a "thank you for your resilience" email.

The org chart resembles a conspiracy theory corkboard: red string everywhere, nobody quite sure who owns anything, and at least three VPs with "Transformation" in their title who have personally transformed nothing except the breakroom coffee machine, replaced with a worse one to save 4% on facilities spend — savings presumably redirected straight into the summit-dwellers' bonus pool.

Project deadlines run on a unique temporal model where "Q3 delivery" means "Q3 of an unspecified future year," and the only thing that ships on time is the all-hands email reminding everyone "we are one team," sent forty-five minutes after a quiet round of layoffs nobody mentions out loud.

Ask anyone what DXC actually does and you'll get a 20-minute answer involving "digital" and "transformation" that explains nothing, followed by a sigh, followed by them asking if you know of any open roles elsewhere — preferably ones with a flatter curve.

Is it based on your manager? Or is it a strict no-no?

DXC has all the energy of a company that accidentally put “innovation” on its PowerPoint template and has been trying to live up to it ever since. Every restructuring is announced like it’s the dawn of a bold new era, yet somehow the biggest breakthrough is discovering another department that can be renamed, outsourced, or merged into an acronym nobody understands. If corporate strategy were a game of Jenga, DXC would be the team proudly removing load-bearing blocks while assuring everyone the wobbling is actually “operational agility.” It’s the sort of place where “doing more with less” eventually becomes “doing less with absolutely nothing,” but somehow there’s still time for three meetings, four status reports, and a mandatory training module about embracing change.

Recent LinkedIn slop post by Mike Whitaker that perfectly explains why the Citi MDs that have no clue get the seats that they have:

“Nobody is going to manage your career for you.

I wish someone had told me that in 1980 when I walked into NatWest as a junior office worker.

Instead, I spent the first few years of my career believing that if I worked hard and kept my head down, the right people would notice. That the system would reward me. That someone, somewhere, was keeping track.

Nobody was keeping track.

Here's what I've learned across 45 years and thousands of careers watched, and developed:

The people who progress are not always the most talented...

They're the ones who:

→ Know exactly where they're heading and why
→ Build relationships before they need them
→ Move towards discomfort instead of away from it
→ Think two jobs ahead, not just one
→ Refuse to let their current expertise become their ceiling

The people who plateau are often the most capable people in the building. They're just waiting for someone to tap them on the shoulder.

That tap isn't coming.

I've sat in boardrooms where promotion decisions were made. I can tell you — the conversation is "who's ready?" And readiness is something you build deliberately. Nobody builds it for you.”

With everything that’s been happening lately, I’m finding myself wondering how candid I can or should truly be. I know the survey is presented as “confidential,” but I’m curious whether others feel comfortable giving completely honest feedback or if you’re holding back because of concerns about confidentiality or potential repercussions.

No judgment either way, I’m genuinely interested in how others are approaching it.