#culture

At the Salesforce company kickoff in las Vegas yesterday Mark Benioff joked about ice and bragged about how many people he was hiring but did not acknowledge the stress or the trauma that ice is inflicting on his own employees, let alone the capricious layoffs in professional services that affected people who typically bill hundreds of thousands of dollars per year.

He seemed tone deaf and completely insulated from what it's like for the people who work for him but still had the gall to mention ohana many times. The internal slack channels were on fire with people, many of whom had been laid off without cause.
The public video was edited to omit the remarks in a very awkward and amateurish way.

Salesforce used to be an exception but now it is just yet another billionaire-owned company that only cares about next quarters profit and loss.

The way Clover as a product emerged over the years and took the market by a storm, I almost feel sorry looking and hearing about the conditions now. Remember Blackberry !
There is no direction, there are no mandates or focus or practically anything which shows a leadership. The failure has been gargantuan, customers unhappy and leadership in a self-made happy bubble while competitors are leaving Clover behind in this race.
On dot was the only thing missing in this game of railroading this company and now thatthey are here they seem to leave no stones unturned to finish off the job !

What did we just witness?

Has anyone else received their demotion related to Senior Status?

We’re increasing pay for order taker CMs, yet lowering pay for recruiters. It feels like we keep asking certain teams to absorb the impact while others are protected.
If leadership is unable to right the ship, are they also taking title reductions or salary cuts? Accountability shouldn’t only apply to frontline employees.

This approach is damaging to morale and culture. Repeatedly cutting pay or downgrading roles sends the message that hard work and tenure aren’t valued. Strong leadership builds trust, stability, and shared accountability — not uncertainty and resentment.

Right now, this feels less like strategic decision-making and more like reactive cost-shifting, and that’s not good leadership.

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.

This ship is sinking. Good Job Execs. Guess the 10% dividend boost didn't matter and your shareholders see the writing on the wall. Bye bye C Levels. Just a matter of a short period of time here. Should be a fun next few months.

Anyone else been forced to attend this rushed mess?

Its like Dev Days but with external sales people mixed in, and its been a complete sh-t show. I dont think Ive learned a single thing that I couldnt have gathered from a basic google search. We are blocking off thousands of peoples time for multiple for this, hired a hype man, and are paying consultants to come pitch AI generated slide decks to IT people.

What on earth is going on? Hard to take any of the cost savings talk seriously when we pi-s away money like this

How is it people? Did they bring their mixed bag attitudes?

Took a long long while for DH the sleazy breezy Chief People Officer to be quietly turned out to pasture… He must have had a really ironclad type of contract to avoid being sacked for decades of behavior complaints… or he knew some excellent intel on the ELT as protection.

So.. good luck new lady. The bar was low so you can just not be a creep and you’re already doing better than the last guy

If you poke around some of the other company layoff pages, almost none seem to be as active as this one. Bank of NY Mellon is pretty dismal, but still lacks the sheer volume. Citi folks don't seem happy either, but even less volume there. Why does Wells Fargo seem to have the most vocally unhappy workforce? Is that a sign of how bad it actually is?

Simple search tells you about it. Chevron and other companies use “Aware” software to monitor us. Consider this an OE moment

I'm stuck at T3 for 5 years doing the same job as T4s on the team. Issue goes back to legacy roles where 3 roles got rolled into 1 and some got stuck at T3 and others got to keep T4. 5 years later I'm still getting paid $50k less than them. Is this just the way it is at SAP?

Honest question.
Why the sudden urgency around rebranding town halls, one-on-ones, and skip-level meetings… especially when layoffs are happening or rumored?

What’s the point of pushing culture talk and rebranding if people are worried about their jobs? And why are so many of these meetings being scheduled on Thursdays, the same day layoffs usually happen? That timing alone puts people on edge.

I’m genuinely asking—has anyone been through this before and knows what the strategy is? Transparency would go a long way right now.

See this link. Details in comments

https://www.linkedin.com/posts/activity-7427118095061819392-rD0R?utm_source=share&utm_medium=member_ios&rcm=ACoAAAdeT6sBq6HR8cmvn-Ypy8_0uJhVxf9JjF4

Working for my whole life and was looking for a long term job to save money and retire but went through 4 layoffs and two company closings.

A couple of years in I see the signs. The rats start leaving the sinking ship. Cubicles being moved around, bodies relocated to owned spaces, rather than rented. Unreasonable targets and although profits are up... They want more. Blowhards in management speaking but nothing of relevance is being done. LifeVests are not being replaced.

This is the death of the middle class in slow motion. God save us all.

Factoring in vacation, sick days, holidays....how many days do people actually need to reach before getting flagged for not complying? I'm aware that eleven days equals 100 percent.

Is it just me or does anyone else feel like we now work in an alternate universe? It’s like a new operating manual has gone out to a select few as to how we all should behave and function in our roles and interact with others and none of it makes any sense at all? I constantly feel like I am being gas-lit.

Even senior leaders appear unable to credibly defend the current direction. All-hands meetings lack conviction, and there is a widespread belief that employees are being financially and professionally constrained with little effort to soften the message.

Self published and thousands of copies. So sad. So NOT what AI is all about - actual paper copy book. Good grief. Then there are the WILD events Sales sponsors for leadership and their pets & the wink wink business travel needed to international destinations where leadership family tags along. Money, money, money. No bonuses, no hiring, leadership BLEEDING fun spending. NORTEL all over again.

This company isn't even capable of running an all hands

Spend five clicks minimum on SalesChat to prove you’re engaged.

Help train AI systems designed to eventually replace your role.

Accept shrinking commissions so executive comp stays intact.

Stay chained to a desk eight-plus hours a day, regardless of performance.

Bounce between internal tools and dashboards to signal productivity.

Operate inside an expanding web of apps built more for monitoring than selling.

Daily workflows dominated by internal systems, compliance tools, and activity tracking.

An environment where optics often outweigh outcomes.

Operate primarily as a quote generator - processing pricing requests instead of driving strategy.

Go “all-in” and be grateful you have a job.

How convenient. The ratings are updated to drive more slavery. For zero pay increase year over year. Billions and billions in profit.

always a cheerful moment - meanwhile Chas is speaking only a short distance away.

The only way Fiserv can survive if it can go back to the George/Les/Jeff era - Respect employees! Fiserv has no employees. Most fired, rest shifted as an expense to Infinite, and Frank sold all his shares for $550M.

Think.,,,

For any engineers on the board, I have a couple of questions. Don't take offense, they are legitimate questions:

1. Why can't engineering ever release any projects on time?

2. Why is anything you do release full of bugs and half complete?

3. Why are we as a company years and years behind the competition when it comes to full-stack enterprise IT solutions?

4. Why can we never see a roadmap with anything on it when requested?

5. Why is there seemingly never any accountability to address failed projects or missed deadlines?

This is by far the worst engineering environment I've ever seen at any company I've ever worked at. Seems to me it's engineering comp plans that need to change, not SCPs.

what an irony !
"it's a choice we're making
let's start giving"

to start the townhall with this song and words.
nothing but greed, let's get pay increases with double numbers % in the top.

1. Capped earnings — introducing plans where up to 60% of payout is effectively unreachable.
   1. Rigid RTO mandates — reversing years of successful remote performance with no clear productivity rationale.
   2. Artificial gating — 50% storage gates that suppress commissions even when deals close.
   3. Unattainable quotas — targets set beyond realistic market conditions to control compensation expense.
   4. Remote = stalled careers — limiting promotions for employees who remain remote despite proven results.
   5. Frozen pay growth — eliminating merit raises regardless of performance.
   6. Commission erosion — reducing or eliminating commission opportunities that once defined sales roles.
   7. No in-role advancement — blocking progression within current positions, removing career pathways.
   8. Constant quota changes — moving goalposts mid-year, undermining trust and planning.
   9. Vanishing checks — commission statements that frequently fail to reflect closed, booked business.

Naming the new Webex devices after himself, G2, is next level trolling. Congrats

IBM’s spinoff, Kyndryl, seems to be in a wee bit of trouble.

I was going to attach a link, but honestly, just Google it — there are plenty of articles out there.

It’s a company led by former IBM executives, operating with the same policies, technology stack, infrastructure, and culture.

Something is rotten. Will it infect the mothership?

The new performance distribution targets are roughly 18% 'Contributing' and 2% 'Underperforming.' Is leadership actually held to these same quotas, or is this just another squeeze on ICs? Word on the floor is that managers are using the lower tiers to offload people they personally dislike rather than using actual metrics. Between the forced rankings and the 3-year raise freeze, it feels like the IC experience is being sacrificed to pad the leadership layer.

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.

We may get our paychecks from NTT and have an NTT email address, but we're still the serfs or property of the 'Other company'. Nothing has changed for us, other than throwing a couple of NTT managers into the mix. The toxicity, gas-lighting and manipulation hasn't gone away, infact there is little more of it from the NTT side now.

Also it has become apparent that there are different variables or opportunities that come into play as compared to a real NTT employee. And that is we have none. Instead of being mentored or given the opportunities to further the paths of our own choosing. Obstacles are thrown in our way and under the table deals are forged to prevent one from pursuing anything other than what has been dictated or desired by those above us.

Should you voice your concerns or issues to a manager. Expect the repertoire of how everything is your fault and have your tried to find employment with another company.

If one could sum it up, it would be in the song 'Hotel California'.

So is it true what I am hearing that if some people are giving there notice they are trying to convince them to stay , i hope that is not true you really can’t don’t that and i hope these people don’t listen. do what is best for you. think will this place will be in a year

Ondot management taking over Clover teams has been a disaster. The managers and directors brought in have no understanding of the products, systems, or culture they inherited; yet they’re aggressively imposing their own playbook as if they built it.

Instead of learning first and leading responsibly, they’re bulldozing teams with zero domain knowledge and maximum ego. Execution quality has dropped, morale is wrecked, and decision-making feels reckless at best.

It’s leadership without competence and the people who actually built and ran these systems are the ones paying the price.

If this is the “new direction,” it’s hard to see how it ends well

Just like Frank ruined this company he is about to destroy the IRS and Social Security office. He doesn't see the destruction he has caused.

Converse layoffs. Nike layoffs. Layoffs, layoffs, layoffs. Holy fvck. Just die already.

I've been here for 12 years and I am so burned out by it all.

No money for anything. No baIIs to do what's right. Shovel jobs to India where they don't give 2 shlts.

Why should any of us care anymore? I feel like I'm working at the Blockbuster of shoe companies.

… is Xerox the saviour you thought it would be ?

Or a real ‘frying pan into the fire’ journey for you all ?

Dell has managed to drain much of the satisfaction from the work we do. The things that once made coming in each day worthwhile have steadily disappeared, and the overall experience now feels increasingly driven by employee exploitation rather than mutual respect.