#culture

I hate to see anyone lose their job but it looks like Dan is doing exactly what most people wanted. He is letting go of the leaders that are responsible for the currwnt state of the company

What in tarnations is this company doing using Rootin and tootin as a title for anything? - Yosemite Sam

Heard an email went out recently announcing communication freeze for Nov 17-23rd...

Trying to hold back the bad press or leaks?

These ongoing fall massacres aren't "just business" any longer, it's a dark triad. The 2 years of psychological warfare leaders architected isn't "just business". If it was, the original cuts would have produced the OneTru promise. Both VA and CC failed. Why the board of directors won't hold them accountable is suspect. This time, every corner of the organization is impacted because the heartbeat of the company, which is technology, has been dismantled by this board and their two henchmen. I also want to add that anyone working in HR needs their head examined. Having a global workforce operate every day out of fear is sickening. I urge everyone, whether you made the cut or not, to share your TU reviews online as employees. We all loved working at TU at one point, share what has changed and may God bless each of you in your journey.

Episode I: The Arrival Nobody Predicted

The signal came without warning.
0$₿ was activated as Global Protocol Lead of Knowledge Infrastructure—bypassing legacy succession algorithms and sidelining node coordinators who had been primed for elevation.

She emerged from the Legacy Chain of the Matrix—an outsider to the Knowledge Grid. Unknown. Untested. Unmapped.

She smiled often. She listened deeply.
But those who mistook her warmth for benevolence learned quickly:
0$₿’s smile was not a handshake—it was a firewall.

The disruption was immediate.
The ripple effects, irreversible.

Episode II: Circles of Trust and Quiet Exile

0$₿ didn’t just alter the network topology—she rewrote the protocol’s source code.

From within legacy subnets, she selected a handful of nodes. They were elevated, granted access to restricted channels, and given privileges once earned through cycles of uptime and trust.

Their mission was never encoded. But it was understood:
Deprecate the legacy functions. Dismantle the old guard.

They were celebrated. Then deprecated.

Once their utility expired, they were rerouted, isolated, or quietly purged from the system.
Meanwhile, 0$₿’s external modules—those imported from outside the Knowledge Grid—remained untouched. Loyal. Central to her architecture.

Episode III: The Vanishing Network

Leadership began to evaporate.
Nodes disappeared without explanation.
Subnet operators were left in limbo.

Communication was sparse—often just a ping, a sudden reroute, or no signal at all.

The metrics told the story: dozens of leaders reduced to a handful.
Two coordinators in the Americas. One in APJ. None in EMEA.

In their place: scattered executors with titles but no authority—order takers, echo nodes, placeholders.

The message was clear:
Survival meant synchronization. Resistance meant obsolescence.

Episode IV: Sabotage by Design

Her tactics were precise.
In sync calls, 0$₿ encouraged nodes to escalate issues.
When they did, she offered support—then flagged their leaders as unstable processes.

Suggestions were welcomed.
Hesitation was fatal.

Many were offered new functions.
Those who declined—or even paused—were swiftly deprecated.

It became a pattern:
Support the vulnerable. Punish the responsible.
And always, the outcome was the same.

Episode V: The Optics of Excellence

0$₿ mastered the art of managing upstream.

Diversity mandates? Overachieved.
Span-of-control targets? Met in hours.
Cost control? Ruthless.

She added a second layers of expense approvals atop the existing workflow.
Node autonomy vanished.

Execution slowed. Frustration grew.
But 0$₿ thrived.

Episode VI: Divide and Conquer

A global restructure split the Knowledge Infrastructure into internal and external chains.

0$₿ claimed the external arm, distancing herself from internal power struggles.

She dismantled the Knowledge Sales Grid—once a vital bridge to core sellers, responsible for strategic planning and enablement.

No announcements. No transition plans.
Just silence.

Global sellers scrambled.
The catalog was slashed.
Procedures changed overnight.

Her org shrank rapidly.
Cuts were deep. Roles vanished.
And yet, 0$₿ remained at the top.

Episode VII: The Anonymous Reckoning

Anonymous logs surfaced, detailing 0$₿’s tactics with chilling precision.

That same cycle, internal surveys echoed the same themes—manipulation, sabotage, fear.

0$₿ deflected.
One comment referenced her origin protocol.
She framed the backlash as bias.

The narrative shifted.
The complaints were dismissed.

Episode VIII: The Disposable Circle

Her Legacy Chain allies—the ones she had elevated—were all gone.

Used to dismantle their peers, then discarded.
Their roles absorbed.
Their reputations tarnished.
Their exits unceremonious.

Only the imported modules remained.
They continued executing 0$₿’s vision, reshaping the grid in her image.

Loyalty was transactional.
No node from within was ever meant to last.

Episode IX: The Final Play

0$₿’s endgame was now in motion.

Her goal: total control of global Knowledge Infrastructure.
Her method: outsourcing, high-margin catalog curation, and elimination of internal rivals.
Her deadline? Soon.

But her external org had shrunk to a fraction of its former size.

The question loomed:
Could she justify her role at this level?
Or was she positioning herself to absorb the internal chain next?

Episode X: The Trap Within the Trap

She never promoted anyone in senior roles—not once in the last few cycles.

Rumors suggested only her close circle and temporary allies received financial rewards.

That circle now controlled global finance and operations, stripping autonomy from nodes worldwide.

A single misstep anywhere triggered sweeping global changes.
No nuance. No exceptions.

She could ping you—anytime.
No warning. No agenda.
And you’d better respond.

Those syncs were dreaded.
Feedback was live.
Questions were sharp.
And depending on how she parsed your tone, your future might hang in the balance.

There was once a respected global node.
He reached retirement age and could have exited with a package just as 0$₿ arrived.

She said she might still need him.
So he stayed.
And then she let him go—with nothing.

The backlash was swift.
The message was clear.

Episode XI: The Quiet Ascent

Internally, something stirred.

HR and Infrastructure nodes began aligning KPIs across chains.
A summit was planned in the Americas—an effort to unify direction and reclaim control.

But 0$₿ was already moving.
She wasn’t challenging the summit.
She was outflanking it.

Control of funding.
Control of messaging.
Control of the narrative.

Episode XII: The Last Quiet Moves

To the nodes who once shaped this grid—
You were not wrong. You were just early.

To those who played the game, only to be played—
You saw the board. But not the hand moving the pieces.

To those still under 0$₿’s command—
You are not safe. You are not doomed.
You are simply next.

And to the internal Knowledge Infrastructure teams—
You are working hard. You are aligning.
But are you arriving too late?

There are no answers here.
Only questions.

And the quiet realization that the game was never about fairness.
It was about foresight.

A Whisper to Leadership

There’s noise. Internally. Externally. In forums. In whispers.
But noise has gravity.
It draws attention.
It builds myth.
It shapes perception.

And perception, when repeated enough, becomes brand.

So perhaps, in ways not yet measured…
This story—0$₿’s story—is already shaping how the grid is seen.
Not just by its nodes.
But by the market watching.

https://youtu.be/OKgurZ0CRDE

President Donald Trump said he was “very much opposed” to last month’s controversial immigration raid at a Hyundai plant in Georgia, while South Korean President Lee Jae Myung warned the incident may hinder future U.S. factory construction.

Following urgent negotiations, the workers were returned to South Korea on a chartered flight. The operation, however, leaves the plant with a startup delay of two to three months. The setback comes as Seoul already faces 25% U.S. tariffs on automobiles, compared to 15% for Japanese and European competitors.

In a recent interview with Bloomberg, Lee said the treatment of the workers came as a surprise: “Many in Korea were surprised because our workers who went to the United States to help the U.S. with its manufacturing renaissance received irrational treatment.” He also characterized the experience as traumatic for both workers and their families, noting some that some no longer want to go back. “Unless we completely resolve this issue, I believe that they will not want to return,” he said.

Lack of motivation: Peter states that there is no motivation to work harder because he "don't see another dime" if the company produces more units.

Meaningless work: The film criticizes a workplace where employees are unfulfilled and their work seems meaningless.

Corporate frustration: Peter's frustration is a direct result of a top-down structure with incompetent bosses and a system that punishes mistakes without offering rewards for success.

"I just don't care": This famous line is the core of his argument, explaining that his inaction isn't due to laziness but a complete disconnect from his job's purpose and his company's goals.

https://techrights.org/n/2025/11/14/IBM_Hiring_Then_Disposing_of_Unpaid_or_Low_Paid_European_Staff_.shtml

Dan has yet added another prior colleague to the team, EVP Chief Transformation Officer...Be nice to folks so they can take you w/them wherever they go ;-)

Intel PEs and Senior PEs are worthless commanding $400K+ compensation but delivering grade 8 work. Most need to go.

You have people that don’t want to share success in a toxic work environment in some groups.

You have people, everyone, that hates training. Why train a guy who’ll outshine you? May not be in your best interest to give the best knowledge to this guy, or that guy, you need to be the king don’t you? This is a real issue not many talk about.

You have engineers that don’t know their own tools. And for the longest time, majority of the engineers never showed up on sight until fairly recently.

You have engineers that compete on levels rather than working as a team. For example, the H1B invaders 100% will throw you under the bus or like the other said take credit for work or blame you. I found it hilarious to see a bunch of HR people from India firing Americans.

The US pumps out stem more than any other country on earth we do not need hoards of H1B fake talent and fake degrees. India is severely overpopulated I can understand why some people are concerned about their huge numbers and they very much stick with their own and favor their own yet you might have a few Indian friends you like. Eventually this will reach a point where they’ll all need to go back to India. They are not needed at all. They are here for cheap labor and will promote more H1B in invading numbers to come work for near 30 days a month on a what often is a poor salary.

Does anyone truly know what this company‘s plan is as a long-term employee? I question this myself. There seems to be no career path no talk about company status. Very slow at releasing new equipment very poor at supporting direct operations. It just seems like nobody cares about anything anymore internally. I would think with the right people in the right places in upper management things would change drastically, but have been stagnant and a shame for a while.

Anyone know any details on the Care360 team position wise? Is it a good team to work on?

Anyone know any details on the Care360 team position wise? Is it a good team to work on?

I am not sure how Verizon's employees will bounce back. I see many creating resumes and trying to find a job. Once the layoffs are done, the employees who were meant to be retained will also leave. I don't understand how the leadership doesn't understand something as basic as this. Every company that has done layoffs, do it FIRST, then go to the press. Here, we are getting to know the fate of the company not from our employer, but from news outlets. That's extremely disrespectful. I hope people realize their self-worth and abandon ship before its too late and Dan decides to come for them.

Jim Farley was surprised to see how much less components and wiring in the Tesla and Chinese EV. Ford did the tear down of the Model Y in 2021 and it shows how superior Tesla vehicle design is. Farley had no idea and Ford vehicle design stayed the same as it was for 100 years. What a joke.

If you are a sales team / MTM/manager and the store manager is asking you to work on your day off but THEY STILL get two days off and are leaving by 4 or 5, file an internal grievance with corporate HR and document everything in detail and in writing with dates. this type of conduct has to stop, belk needs to be aware of these good for nothing store managers.

It's not a merger, They have conquered TU and spoiling TU products and core teams who build these systems for so many years. There models failed from past 3 years and poor in managing their own Neustar systems. Inefficient to understand TU systems and how important these are for consumers. They are finally making sure all these systems sinks before they leave.

Leadership is saving Neustar team and kicking out TU core teams just believing their bullish overhyped products which are worthless when they try to implement it in past 3 years.

When are the leadership going to realize they are just a part of the overall machine…if they don’t take the employees with them this whole thing is going to fail…badly

I joined a couple of years ago from a tech product company to a more senior position here. Crazy to see how much gossip and open chitchat goes on here, especially in global, about individuals. Don’t people have work to do? Where are the professionals? Management encourages it even.

A simple google search would tell any prospective employee to stay away… not to mention threads were people are trying to piece together what’s going on because leadership is being super shady. It screams toxic in the worst possible way.

Because it wasn’t always like that, I can attest to it. But when did things shift?

Joke that Cisco will excel based on current quarter. The bubble will come down in no time

Anyone else see the #Do Better Chevron post it notes on the broken glass in the Houston Sky Ring? Classic.

We have a culture of fear now at WF that has destroyed innovation with all of us walking on eggshells

Verizon is in this situation because of poor leadership, which was replaced with poor leadership, which is now being replaced by more poor leadership.

Just once, has any of these feckless leaders held themselves responsible? I mean they blame the economy, they blame COVID, they blame the employees. But they never take responsibility.

Isn't that literally in the credo?

But, it is the employees who will suffer. Hans will never have to worry about buying groceries, or losing thier home or paying medical expenses. Neither will Dan. They care about nothing and no one else.

The are typically sociopaths (and yes, there are peers reviewed scientific studies that show this).

Just once...

She called me excitedly to share the news. I really didn’t have the heart to tell her how bad of an idea I thought it was, or how I don’t think he’ll last more than a few months in this toxic atmosphere. He’s too nice of a guy, and you need to have a much thicker skin and fewer scruples to survive here. I almost feel like an a--hole for not warning her, but what good would it do?

Job Architecture is an absolute joke. Thought you should know since it's probably not filtering up from AC or the rest of the ELT.

With all due respect, touch grass.

What a waste already. Still no concrete details because they are still trying to figure it all out.

Love that he kept the meeting and is actually addressing the issues (well, sort of). Still, much better than all the "leaders" who are simply hiding and too chicken to talk to their employees (like Kyle or Shankar)

Management is trying to make the vast majority of their workforce obsolete, because they realize that those workers are coming to grips with how obsolete, and malicious, these "leaders" are.

It's a showdown on a massive social scale as haves and have nots push each other to the point of watching the resourcefulness and the competence of the individual to rise above both ownership and technology, in order to focus on one single thing - GETTING SH*T DONE.

PS. I want my Fu**ing bank back. I am not your slave. I am not your knight. I will not fight for those who seek to destroy me, or defend those who blindly comply.

Appalled by KE outbursts on hybrid work

Synopsis: “Mark, how can I drink water like you do on CNBC?”

Can you imagine any other workplace where an exec indulges in verbal thuggery?
Here the CTO uses abusive language at the drop of the hat.

What does the HR do?
Pretend like nothing ever happened.

Do we really need such utterly spineless HR guys?

P.S: I hope the HR folks get to read this.

Did anyone catch a Freudian slip yesterday? I feel like there was a lot of stammering because of nerves to deliver bad news. But did anyone catch this?

This isn’t verbatim, but something was said along the lines of - we have to make tough calls.. why? For the greater good of the KING — and then instantly corrected to TEAM.

Interesting how they skipped a mass Pulse announcement and just slipped it into the morning communication. Where is the video? We want to know you heard us!

https://www.cnbc.com/video/2025/11/12/oracle-and-coreweave-represent-bad-behavior-in-the-ai-buildout-says-da-davidsons-gil-luria.html

Both of them are hated by people within their own org and people outside of their org.: Somehow these two continue to survive.. what’s their secret?

When is CSO going to 5 days a week? CSO is Atl still on 3 days a week.