#culture

This site seems to be a colorful mix of teammates. With that, what do you dislike most about this bank? On the other side of the coin what keeps you coming back each day? Will RTO push you to leave?

How is morale at the office? My team has lost so many people this year it feels strange to go into the office and have basically no one around. How is everyone doing?

For those of you that are holding out to be displaced. You got to look at what the cost to yourself and your family is of staying there. The money even at the end of your long career is not going to be worth the time that you lose away from your loved ones. The leadership doesn't care if you were single parents they don't care if you have children they don't care if you have a loved one you're caring for they don't care if you have parents that you are monitoring. This is all stuff that can be done with you working at home and every now and then just checking on your kids your spouse your parents. But management has decided that is not important prioritize your life based on the most important things which is not your career.

The Seven Species of LinkedIn

A field guide for the modern professional jungle. Bring your coffee and your sense of irony.

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1. The Drum Beater

“Achievement unlocked: updated my email signature.”
Celebrates everything — from finishing a webinar to surviving Monday. If self-promotion were cardio, this one would be marathon-ready.

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1. The “Humbled” Achiever

“So humbled to announce that I’m basically amazing.”
Masters the ancient art of bragging while pretending not to. Their posts start with false modesty and end with 1,200 likes.

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1. The Thought Leader

“Innovation is just passion wearing a tie.”
Part philosopher, part buzzword generator. Communicates exclusively in abstract nouns — synergy, authenticity, disruption — as if they’re paid by the syllable.

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1. The Motivational Evangelist

“I spilled coffee on myself — and learned a valuable lesson about leadership.”
Turns every life event into an inspirational parable. A broken laptop? A metaphor for resilience. A delayed flight? Proof that patience is a skill set.

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1. The Corporate Citizen

“Proud to be part of a company that’s making the world slightly better — at least in our press release.”
Their posts are indistinguishable from the HR department’s. They clap for every culture initiative like it’s the Super Bowl halftime show.

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1. The Sycophant

“Brilliant insight, boss! (Please notice me.)”
The algorithm’s most loyal servant. Likes, comments, and reposts with the precision of a political campaign. Never misses a chance to congratulate management for “inspiring leadership.”

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1. The Silent Lurker

“Just here for the sociology experiment.”
Never posts. Never likes. Knows everyone’s promotion history and engagement stats by heart. The digital equivalent of the person at a party who stands by the snack table quietly judging everyone.

… during this time? Weird looks from HR, snarky comment from your boss, IT folks wandering around counting docking stations and monitors?

Each new CEO takes 4-5 years to destroy and mess up, then get fired. Same for LBT, making fake news and hiring relational friends will not last long. The company is getting more rotten than before, more corrupted than before.

Do not fool yourself, the whole Intel is a rotten and a scream-house, a dead haunting house with some new paint.

Disclaimer: I took this from @be+1k8zgntvp

How many of these CN deadbeats will Vena hire?

Just a counter all the Brown nose posts that are now occurring on LinkedIn saying how beautiful and wonderful Mikey is. He's not. He's run the company into the ground and made the stupid decision to hand over all the executive positions to legacy sprint people who couldn't find their back side with a radar set.

the only way to start this turnaround is to start by removing everyone at VP and above. they were complicit is creating this culture and never stood up against these practices

Growing up I would always hear colleagues in college and my first few jobs talk about their aspirations and dreams. I would always hear something along the lines of: I want to one day move to LA, New York, Seattle, Austin, or Miami. If international, I would hear London, Paris, Dubai. Never once had I ever heard someone mention: I want to one day aspire to move to Dallas.

Younger folks are often more ambitious as they are in the earlier part of their career. I have never once heard one of them mention Dallas being a part of their dream or ambition. Dallas is the place where people who fall short of their aspirations end up and their dreams die.

Our terrible RE management strikes again! We had 2 Directors: one everyone loved and respected who was onsite, the other we all complain about in our Pulse surveys who is in a completely different office and is horrible to work with. A reasonable person would think if they had to cut one of them it would be the ineffective Director. However, LG is personal friends with the AVP. She and her husband go to dinner with AP and her husband, so when a choice needed to be made, AP decided to save her friend rather than the most suitable candidate. Now our team is stuck with the horrible Director and her nastiness. Typical of our terrible leadership at USAA Real Estate.

After 28 years, Dec 31 2024 was it for me. Cannot tell you how relieved I do not have to deal with the ups and downs of VZ. The constant every year layoffs, and BS of the senior managers, directors who protect their buddies, and their "click", ridiculous high school games. Learn what you can on their dime, and move on. You may make less money, but in the end you'll be much happier. In the Bell Atlantic days, things were pretty good, but when the suits came in they f'ed it all up. Who remembers when VZ Wireless moved into BR and we had separate floors, badges, what a sh-t show. Fridays VZ W would wear jeans, and the VZ suits would look at you like an alien. Just because you wear a suit does not mean your smarter, or better. Get off the hamster wheel, find something gives you something....in the end.

VZ is NOT the best anymore, face it

My team is in LTD. We are hiring but only for college grads in India. The hiring process is also very different from how we conducted our previous hiring. Previously we would rarely ever get to hire and when we did we were only able to get 1-2 recs at a time. For each interview we had a rigorous process with multiple rounds and multiple sessions. The scheduling and criteria for the hiring were determined entirely by our team. This would take months to years for us to find someone to hire. And we only hired candidates that were physically in the U.S.

This time around they are using an expedited process where multiple teams are involved. Each teams has a hiring panel and we get 5 candidates per open position. The interviewing is scheduled by some staffing team and the interview is only one 30-45 minute session per candidate. The interviews are also conducted at times that align with Indian timezones. The whole hiring process is to be conducted in less than a month (Nov - Dec) with new hires to be onboarded in June 2026.

This whole process is completely different from our previous hiring process and seems very rushed. We were approached with this “opportunity” for additional resources and it was presented as a way to “meet demand for target groups”. When we asked why this whole process is expedited we were told we get the “opportunity” to pick these college grads before the regular window of hiring is open to other companies and teams. We were also told to be discrete about this entire thing.

With layoffs still going on this just leaves a bad taste in my mouth. It feels strange that it’s being rushed, that the whole process was not determined by our team, and that we were told to be secretive about it. We were also given more recs than people who were laid off from our group. It feels like we are being pushed to hire our replacements. Considering how all of the groups involved in this targeted hiring seem like software-centric teams, it feels like some corporate push to replace software engineers. Like they believe these new college grads could easily replace us especially now with the help of AI.

I’ve heard of other groups hiring overseas only to get let go the next year. Has this happened to anyone or is anyone else currently experiencing this in their teams?

I get so frustrated when I hear LBT say that one of his goals is to attract and retain top technical talent. At the same time, he runs on a hiring spree for his old friends for the top buck EVP positions, people who make no impact or difference whatsoever. Meanwhile, the actual engineers, architects and technical leaders from grades 7-10 are fleeing the company with no meaningful effort made to keep them. It's such a hypocrisy and a complete waste of money.

What a joke. These EC member elitists are getting millions in stock options and salaries and then are giving us merit increases less than what inflation is. Then they expect us to be happy with an extra 10 percent bonus? The RTO answer was a joke as well. Rick needs to open his eyes if he hasn't seen top talent leave. I can't wait until we get younger leadership and not anyone from McKinsey

I used to feel like I belonged here. Over time, I noticed a shift. As a woman of color who consistently delivers results and drives impact, I have seen differences in how respect and recognition are given. I have watched white peers with lighter performance receive more support and praise, while my contributions were often minimized. I also noticed cultural dynamics where questioning decisions—especially when coming from women of color—was not welcomed.

These experiences do not erase the good people and positive moments, but they do make me reflect on how far we still have to go in equity and inclusion. I hope leadership listens, because talent and value exist across all backgrounds, and organizations thrive when every voice can be seen and respected.

I still remember when Hans was first announced as CEO. I did some research and saw that his tenure at Ericsson ended in turmoil, which immediately raised red flags for me. My instincts told me he might bring similar issues to Verizon—and after eight years, it’s clear that concern wasn’t unfounded. His leadership left the company in disarray, and it’s no surprise he was ultimately let go. It always seemed like his appointment had more to do with his connection to Lowell McAdam than with merit.

Now that he’s gone, I’m genuinely hopeful that Dan will take this opportunity to clean house—especially at the top. There are far too many EVPs, SVPs, VPs, and AVPs who’ve climbed the ladder without delivering real value. It’s time to move on from the talkers and empire-builders—those who lack the domain expertise and technical insight needed to truly drive the business forward.

If you want to feel sick read the linkedin posts of any marketing or merchandising leader. They congratulate each other for doing their jobs and agencies bootlick using only Target-approved words like "joy!" "More Joy!". The products and stores look like Kmart 2000. Remember when leaders in marketing had creative taste and style? And merchants delivered 'unexpected' in a good way? Not "wow Target is selling Champion for more than TJ Maxx ?" unexpected.

It was a simpler time.
I was just sitting here wondering if that actually happened.
And wondering if it will happen again.
I joined in, added “I didn’t even know we had a reply all button” to the melee.
It was a career highlight for me.

2026 CDGP - Continuous Delay of Growth and Prosperity 😊

Hopefully to lighten the mood for some this evening while they enjoy an IPA or wine (or even scotch, Peter since we know you come back here often).

The record Halloween blizzard hit Minnesota inundating Twin Cities and Duluth both over 2 feet of snow.

Desi's 1st day of work as CEO was Friday Nov 1st. Somehow he showed up but people at 3M Center were given Friday off. Not sure about Cottage grove. I don't even remember how people were told but THAT 3M is a faded image of what is today. Sounds like SOLV is being ruined by Hanson.

Any fun times feel free to share as I head in after Halloween on the porch and get the 1st IPA of the night poured. Cheers!

Section Manager here. I hate this place, cried twice today and I never cry, ever. I know a lot of people make different posts on here and much of it is pure cr-p. Please take this post to heart and make your own decisions. They are realigning leadership at all levels and looking for any excuse to fire people. This includes SMs, TMs, CSs, Underwriters, CA, USAs. They just changed the accountability cycle to the performance cycle. I'm being asked my CM/VP and Executive leadership weekly, that I basically need to find people to fire. They are basically saying make it up or dig until you can find something. They are hiding behind people not providing "World Class" leadership or service. It borderlines on illegal behavior. I can't stomach it anymore and trying my best to protect who I can, when I can, but any attempts put a huge target on my back. Everyone please and I mean please please watch yourself. These people are self-deluded sociopaths running this company and it is only going to get worse. I'm going to find a way out of here. I cannot live in this kind of environment, work for these type of people or be a part of it any longer. Get out. I know how hard it is especially when you have a family and obligations but go out on your turns. This purely evil place is not worth it. God bless everyone, just want you to know the deck you are playing with. This truly is an evil place, it does not stand for the right things anymore and your soul is not worth it.

Since I’m one of them, can we do an informal poll here and ask people what they appreciate and value most in a manager-employee relationship? What management traits make someone a good manager?

They will tell you in Townhalls that other places "like" the Open Plan, unassigned hoteling.

The truth is that if you actually speak to any of those "other places" (San Ramon, Perth, etc.); none of them have a good thing to say about it.

HMP is a slow motion disaster, designed to get you to quite without severance.

SteveB,

You just reported Q3’25 results.

Let’s strip out the “reinvention” slogans and talk GAAP facts.

Because GAAP is the real score: it shows what a company truly earns and spends, with no special adjustments or “creative” add-backs.

Here are the questions employees and investors deserve answers to:

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Q3 GAAP gross margin was 22.7%, not the ~29% “adjusted” number repeated on calls.

When will Xerox return to even 25% GAAP gross margin?

If not in 2026, what is the plan?

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GAAP operating results remain NEGATIVE before interest expense in pro-forma terms.

How do you claim “positive operating momentum” when GAAP still shows operating LOSSES?

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Xerox already took a ~$1B goodwill impairment in Q3’24.

Analysts expect another ~$1B in Q4’25.

After ~$2B in goodwill impairment in two years, how can you claim the strategy has created value?

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Quarterly interest expense: ~$70M

Annual interest burden: ~$280M

How does Xerox service this debt load when GAAP operating income is NEGATIVE?

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2025 Free Cash Flow (FCF) guidance cut to $150M, while cash generation relies heavily on receivables liquidation (~$400M).

Once receivables are gone, what funds operations?

When does Xerox produce true operating cash, not working-capital pull-forward?

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Cash at Q3’25: ~$535M

Expected Q4 hit from impairment, restructuring, interest: > $1B

How many quarters of runway remain before EXTERNAL CAPITAL becomes MANDATORY?

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Headline revenue +28% was entirely acquisition-driven.

Pro-forma organic revenue: -8%.

When does Xerox deliver organic growth — without buying it?

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Legacy print equipment installs declined 24%; core print post-sale revenue -5%.

At what point do you acknowledge the print decline is STRUCTURAL, not “delayed demand”?

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Synergies raised to >$300M, but integration costs are front-loaded and recurring.

What percent of announced synergies have actually hit GAAP results?

Not adjusted — GAAP. Give the number.

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Moving SMB accounts to partners, closing direct touchpoints, offshoring operations.

Is this a transformation — or a cost-collapse to survive declining print economics?

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Xerox booked a valuation allowance against deferred tax assets.

If the future is so bright, why does your own accounting tell us future taxable profits are uncertain?

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1200+ roles eliminated.

Yet no GAAP earnings improvement.

How many more jobs must be cut before the financials turn? Or is cost-cutting the strategy?

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Final Question:

When will Xerox return to GAAP profitability and positive GAAP operating cash flow without working-capital burn?

Provide a quarter and a number.

No slogans. No AI buzzwords. No “Reinvention” language.

Just GAAP math, dates, and accountability.

Employees, customers, and investors deserve nothing less.

The Employees and Wall Street dont believe Raul F. "The debut of the Xponential AI framework adds a fresh storyline, but with not a single major analyst rating DXC a 'buy' – unlike its IT services peers – the company’s still playing catch-up.

As digital transformation gathers pace globally, DXC’s stronger cash flow and AI push could keep it in the game for the long haul – as long as it can deliver on its promises."

Their fragile egos just refuse to take any accountability. Of course culture and morale are high when they don't have to answer to anyone (the board of directors asleep at the wheel), don't have to worry about being laid off, and collect fat bonus and merit increases no matter what. Don't accept their relentless gaslighting and keep speaking up on their lack of leadership and poor performance.

Even the market is calling CVE on their desperation to acquire MEG. Can this company do anything right? They overpay and undersell. Do they actively try to lose $$$. No wonder their stock price can’t creep higher than $25. Forever the bottom feeder in the E&P space.

Thoughts on this comment from an AVP : team members who are earning higher salary should have more on their plates. (Exact same titles)

Are you feeling that?

My team is beyond the breaking point. And being told that we are empowered to say ‘no’ to incoming tasks isn’t working. If we say no, the action gets escalated, and then it comes back around with more weight, more visibility, and a stern warning.

How does this continue? Folks know the industry and job market isn’t great so they stay and swallow the pill (and their pride), but everyone is so stretched that quality of deliverables is decreasing, opportunities are being missed, communications are being overlooked, and morale issues are sort of acknowledged but swept under the rug.

Anyone else seeing what’s happening in GVSE right now? From what I’m hearing, any new roles are being restricted to grade 7/8s. Combine that with all the automation initiatives being pushed on us (auto discounts, auto del reg approvals, auto emails via Gong), and it really feels like the intent is to make these “Early in Career” roles going forward.

For those of us who’ve been here for 5+ years, it’s hard not to feel like they’re trying to clear space for younger, cheaper talent. There’s almost no room left to be strategic or to bring real experience into the process. Leadership has done little to help us adapt to this new pod model. No real enablement, no clear direction, just constant change with minimal support.

Honestly, I’ve never felt more de-motivated in my career at Cisco. It feels like the GVSE space is slowly collapsing, and we’re being left behind in the process.

Wondering how everyone else is feeling in the GVSE space. Am I just being paranoid?

If you were unlucky enough to get that god-awful “Friday Note” from, you know who, then you’ve already witnessed the nauseating display of wasteful spending happening at headquarters. With threats of massive layoffs hanging over everyone’s heads, right before the holidays, mind you- it’s beyond tone-deaf to flaunt their lavish parties and celebrations.

It’s absolutely deplorable. A disgusting, out-of-touch flex from people who clearly have no clue what it’s like to worry about paying rent/mortgage, feeding their kids, or surviving after Q3 earnings hit and heads start to roll. While the field scrambles to hold everything together, they’re busy partying it up on our dime. I can only imagine the “celebrations” they have on the company dime that they don’t dare share images of.

I’m genuinely embarrassed to be associated with such a shameless and heartless company

There is a significant HR policy violation in the retail banking unit. District and branch managers are conducting "backdoor background checks" by calling applicants' current employers to solicit references. This practice is entirely unprofessional for U.S. Bank Management and creates an unacceptable risk by potentially exposing applicants' job search and placing their current employment in danger.

Hearing about so many layoff, yet the people who put us in this situation are still around. Unless we remove those bad apples, how could someone change the company?

Is it a coincidence that as soon as Verizon partnered with these two Indian companies everything started getting much worse? Or am I being unfair?

Boeing is not doing well due to a decline in its safety and quality control standards, which has resulted in a series of high-profile incidents like the Alaska Airlines 737 MAX 9 door plug blowout. This has led to significant financial losses, decreased public and airline confidence, and increased scrutiny from regulators like the FAA. The problems are often attributed to a corporate culture that prioritized profits over safety and engineering for years.
Safety and quality issues
Manufacturing defects: Numerous instances of faulty manufacturing and quality control have been found, including misdrilled holes and improper assembly.
Regulator audits: The FAA found that Boeing failed numerous audits and that there was a lack of objective evidence of a foundational commitment to safety that matched the company's descriptions.
Whistleblower claims: Whistleblowers from within Boeing and its supplier, Spirit AeroSystems, have raised concerns about pressure to increase production speed at the expense of quality.
Financial and operational impact
Billions in losses: Boeing has reported billions of dollars in core operating losses since 2019, with the problems continuing to impact its bottom line.
Delayed production: The quality issues have led to delays in production and delivery of aircraft, causing frustration for customers and airlines.
Stock decline: The company's stock has fallen significantly, reflecting concerns about its future prospects.
Space program problems: Even Boeing's space program has faced setbacks, such as the Starliner capsule issue.
Leadership and corporate culture
Leadership changes: The company has experienced a leadership shake-up, with the current CEO tasked with turning the company in a new direction.
Shifting priorities: Critics say a long-standing corporate culture shift that began years ago put financial performance ahead of engineering and safety standards.
Public and regulatory consequences
Crisis of confidence: The string of incidents has eroded confidence from within the company, its customers, and the public.
Increased oversight: The FAA has increased its oversight and given Boeing a deadline to produce a plan to fix its production problems.

I'm so thankful Hans is gone. That dude was an embarrassment and ran VZ even further into the gutter.

His DEI nonsense was not appreciated. He cried for George Floyd during an internal company webcast and THEN gave $1,000,000 to Al Sharpton's National Action Network! I was freaking livid!

He was the absolute worst and won't be missed

Lately it feels like success depends a lot on who you know at the top. Is anyone else noticing this trend?

Finally some acknowledgment of what most employees already knew…things aren’t great and they need to change

But…where’s the acknowledgment from the other leaders as they rapidly pivot to protect their own positions

I can’t help but feel that some should be reflecting on poor performance and leaving proactively..at the very least they should be on a PIP! Maybe these discussions are ongoing but the culture has to change to one of more honesty and transparency