Below are all the posts — topics as well as replies — that mention the hashtag #culture.
Mention #culture in your post to continue the discussion!
They form a new skunkworks that’s secret and isolated from Ford.
They hire alumni from Apple and Tesla.
This is going to be the bright future of Ford.
I mean what does this say about Ford employees? Keep up the good work, and meanwhile we are hiring some smart people to build the next generation tech.
https://variety.com/2026/film/global/david-ellison-european-lobbying-trek-warner-bros-bid-1236632905/
Not many visitors any more, does anyone know why?
Anybody else find it ironic that there are no Indians on the Board of Directors of a company that has over half of the Engineering workforce being Indian?
https://www.cummins.com/company/leadership
It sounds like A LOT of IM & NI are being given out this year and from what I'm hearing, not for any real reason. But how is this going to look to the regulators, when the majority of team members have sh---y ratings? Maybe it's not an issue? I'm genuinely curious. If I was a regulator looking at risk or compliance and half the team has sh---y ratings, you'd think that make the "firm" look bad? Maybe not, just curious.
Your manager is waiting for green card. Your manager wants job security. Your manager micro manages you.
Goodspeed everyone.
Lol. This company is complete dog sh-t. They don't want to look bad with layoffs so instead they point a g-n at you to take the new initiative or see 0% of your commission unless you hit 70%. Dumped into the ether (MD and his goons pockets).
Is CAT digital in Chicago 5 day RTO? Also how is the work culture and work life balance here?
Poor Warner Media. I was just reading about how messed up WBD is following the AT&T debacle and I was wondering to myself, 'what went so wrong'. So, like a true att employee, I asked Google. Funny thing is that the problems that ki-led what should have been the deal of a lifetime are still here!
Financial mismanagement, soaring debt, cultural and social conflicts, strategic failures, poor leaders and inconsistent leadership, execution & delivery problems, and, att's goto optimization strategy, layoffs!
It is shameful to think that the same leaders who destroyed a film industry pioneer are doing the same thing to a telecom pioneer and we are watching it happen in real time. I hope i'm wrong but I believe this Plano relo will be the final nail in the coffin for AT&T. Our leadership knows what they are doing. Think about this, we are sitting on $140 BILLION in debt.
Put in in perspective. When you are in debt, what do you do? You tighten the belt. Cut some cost, cancel some streaming services. Do you sell your house? Maybe, but that's like the last ditch effort. Let me remind you of an old company called Sears Roebuck. Remember them? They were on top of the world and had this iconic skyscraper. Then, things started unraveling. Sears tried to acquire businesses but was never able to capitalize. They tried pushing their brand on everything and everywhere. Soaring debt sent them to a large corporate park on the outskirts of Chicago. Sears was a blue-chip, dividend market leader. They were literally the amazon of the 20th century. They even had a sports stadium. Where are they now? 5 stores, a website, distribution agreements, and a brand that they pray someone, someday, will want to reboot.
There's your future, people. We are Sears.
Sorry Warner. Best of luck.
Its a sad state of where the company is today, when most people I talk with now are no longer scared of being laid off, they are actually hoping for it. Most people now are hoping their number is called like we are waiting for the lottery numbers to be published. Hand me my check and I'll be on my way! Staying behind and taking on more work for the same pay is actually the negative part of this, not getting laid off. The lucky ones get their papers and get a chance to breath and find what's next!
well ONSEMI in hudson hit the iceberg lol, now it’s slowly sinking it will close people , But some will stay to the end because u are afraid of changed , plus where else can u go do errands , stay on your cell phone , sit the cafe for a hour , with out punching out lol. yes next job u have u will have to work for a living . anyways God Bless finish those puzzles
Some of these je-ks can’t even allow us to breath as we await our fate. It’s nonstop with the metrics, quotas, and sales meetings. F U
https://betanews.com/article/why-is-ibm-sneaking-around/
How does one go from being a VP to manager in their next assignment? Does that show that the MC made a mistake in promoting the person and that they have topped out? Have they reached the level of their incompetence?
I’ve seen this happen in a couple of businesses recently and curious if this is a metric that HR should track better? What’s everyone’s vote?
I know there’s a lot of noise with the outage but anybody catch that last call where Liane Lanier was selling us on indirect locations?
Did anyone else leave yesterday’s East call feeling patronized and frustrated? It felt less like a strategic update and more like an attempt to gaslight the entire organization into believing agent locations are outperforming corporate stores.
We are being fed "metrics" that supposedly show agent stores winning in customer experience, yet those of us on the ground know the reality doesn't match the slides. If this move is strictly a cost-cutting measure, then have the professional courage to say that. Instead, we got "glamorous" hosting, skits, and tired slogans while our actual reality is being ignored.
The most insulting part? While leadership plays around with "hustle" acronyms, those same "devoted" agents are already telling our teams which corporate stores they’ll be taking over in the coming months.
We are out here working our hardest for this company, but it’s impossible to have "heart" for a leadership team that chooses performances and made-up metrics over transparency and respect. The act is getting old. It’s time to stop the show and start paying attention to what your teams are actually going through.
We all know T-Mobile is a huge company (though not as big today as it was yesterday) with tons of orgs and divisions that most of us don't even know about unless they're our own.
As someone who's refreshing this page constantly, CAN WE SPELL OUT THE ACRONYMS? I don't know what this alphabet soup means!
And before someone says "well if you don't know then it doesn't impact you" THAT'S NOT THE POINT.
At least is was my friend who is in management and not tapped on the shoulder who confiscated my laptop and walked me to the door.
In layoffs past there was more decorum. Now you're just a suspected te------t that could do harm to the company. (yes, they say it)
I was rushed out and didn't see the email, but word was 700 company wide.
As the third overlord of our site, ONSEMI has by far the worst company culture.
Dearborn folks- from ITeK, Rotunda, and other ford offices
I felt like I’ve stepped into A call center in India.
Almost 90% on visas. What’s going on?
Senior leaders have a certain mindset:
Anything else to add? Who are the worst leaders?
If you ever watched the movie, Meatballs, you’ll feel a connection working for this company. All of us can chant, IT JUST DOESN’T MATTER! Poor Morty!
I was hired on and the future was bright.
High salary, good options, good bonus. Lighter work load but very interesting work.
That became the status quo for the first 2.5 years.
Then onto a project that had legs but should have been completed in half the time.
The excuse in length was, don't #$%@ up the brand. Valid but the program still took entirely too long.
All the time the better than avg salary/options/bonus arrived.
The next 4 years flew by but the work was not mentally stimulating. In the back of my head I knew I should leave to stay sharp but those golden handcuffs kept me.
The last 2.5 years have been terrible, still a great pay package but at this point in a career there needs to be more. There is not.
No bright future for the company, no groundbreaking tech to boost a new footwear line.
Just backstabbing and cliche high school atmosphere which does not fly in the FAANG corporations in which i have previously worked for.
Its a shame as I loved Nike in those early years and would have bent over backwards to forward the corporate agenda.
I'll stay but no longer have that fire.
Too many VPs to count and absolutely no clue what some do. How a corporation can justify the cost of VPs that barely contribute but a slide deck now and then. Slide decks do not keep the lights on.
Nike is down, Portland downtown is down, that 2016 vibe is long gone.
I am just planning to milk the Nike te-t until my day arrives. It eventually will.
People will say then just leave. Not a chance in this Portland job market. My family would take a hit and that is not happening.
So, in 2012, Citibank paid $158.3 million to settle federal allegations tied to defective FHA loans. In the DOJ’s complaint is a line that still matters. In 2010, Ross Leckie, then a senior leader at CitiMortgage, told staff to “drive this rate down by brute force” to meet a 5% defect target, even as quality-control teams flagged serious loan problems. The goal wasn’t fixing defects. It was fixing the number. That email is quoted in a federal complaint.
Today, the same individual is a Vice President at Fannie Mae. This isn’t about criminal charges. It’s about leadership judgment, tone, and culture.
“Drive it down by brute force” isn’t just a bad line. It reflects a culture where optics beat substance and targets beat controls. That culture is exactly what regulators, taxpayers, and markets expect GSEs to leave behind. It also raises an unavoidable question:
If defect rates were something to be pushed down rather than examined, what else could be getting massaged, minimized, or buried?
This is how systemic failures form. Not from one bad loan, but from leadership that treats controls as obstacles instead of safeguards.
FHFA talks about fraud prevention and data integrity. Culture change gets mentioned a lot too. But culture doesn’t change through training decks or rewritten policies. It changes when leadership changes. Leadership overhaul isn’t about punishment. It’s about credibility. It’s about signaling that the old way of protecting metrics, protecting reputations, and protecting insiders is over.
Because until leadership changes, the culture won’t. And until the culture changes, the same question will linger:
If they were willing to “drive it down by brute force” then, what are they driving down now?
If the culture is broken, the fix starts at the top. Paper trails don’t disappear.
And neither do patterns.
I mentioned in another topic how CEOs and the big stakeholders (the owners) are getting more and more ruthless. Nothing will ever make them happy.
Let's look at Citigroup's CEO and her recent internal memo. https://finance.yahoo.com/news/citigroup-ceo-jane-fraser-warns-181918727.html Just look at her tone and cold attitude.
Even though her company's stock is up year over year by a good amount, she is setting the tone for extreme goals, hard accountability, and another 10% cuts in jobs. BUT THEY WERE ALREADY PRODUCING RESULTS!!! But it wasn't enough. It's never enough. I guarantee you they skimped on their compensation numbers. I haven't checked out the citi page on this thelayoff website. I can only imagine.
Sound familiar. CEOs are going the opposite direction of leading with a carrot. It's ruthless, cold, harsh, sociopathic leadership. The owners are never happy. They need more and more growth on top of more and more growth. They own the federal govt, state govts, both parties including maga, and corporate boards and C-suites. The only politicians who are not part of this are called extreme by the billionaires. I suggest you look up how awesome Lena Kahn was. She went after companies during Biden years and boy of boy did they come after her. Look at the names of people who attacked her. At the end of the day, the owners are the enemy here.
You can bet that GK is going to follow her lead. And so will other banks.
I was just told to give my people who got meaningful or meets expectations who were at midpoint a 0% merit increase including hub people, not just remote. A zero. For meeting expectations.
This is the new normal. Slowly getting worse and worse like a frog in a large pot of water getting hotter and hotter. Fu-k this version of corporatism. Other than unions (you all got programmed to hate those), antitrust (break apart monopolies) and regulation (more and more of you are getting programmed to hate that too because it "hurts innovation"), what else can we do? We need a sustainable, healthy form of capitalism where the shareholders do not always get top priority.
The beatings will continue until morale improves.
Wonder how much they are spending to bring Gary Sinise in for a chat. Unbelievable
The crashes of two Boeing 737 MAX planes which claimed the lives of 346 people on board and how Boeing may have been more concerned with financial gain over the safety of their passengers. Guess what they didn't listen to their Engineers and the same thing is happening at Verizon. Obviously losing cell service for a day isn't as catastrophic as a plane falling out of the sky, but the same principals are applied. Watch the documentary on Netflix Downfall: The Case Against Boeing
Hello India my old friend
I’ve come to offshore once again
Cause the layoffs softly creeping
And the US teams just keep shrinking
And the H-1bs, they’re already in the queue
Nothing new…..
Welcome to the cycle of layoffs
AT&T literally:
sells connectivity
sells remote access
sells cloud voice
sells VPNs
sells mobile data
sells collaboration tools
…while forcing its own people to drive 2 hours a day to sit on Teams calls in an open space with no assigned seating.
Add Stank - a tired, clueless, utility salesman, now targeting and trolling Tmobiles LinkedIn, begging for customers.
Add a stock thats dropping from 28 to now down to 23, it will keep going down.
Could you be more pathetic?
Can we please hire some good sales managers. Why are we paying 4-10m a year in GP payouts for a job that we could get for 300k. They would actually have the skills to do the job other than being "a nice guy". Where is enterprise reimagine when you need it? They are the low hanging fruit.
Verizon’s Recent Outage Exposes a Deeper Problem: Treating Operations as a Cost Instead of an Asset
Verizon has long positioned itself as a leader in network reliability and resilience. However, the company’s most recent network outage has raised serious questions about internal priorities—particularly following Verizon’s decision to lay off approximately 13,000 employees last month, many of whom came from operations and technical organizations.
While Verizon has not officially attributed the outage to workforce reductions, the connection cannot be ignored by those familiar with large-scale telecommunications operations. Network outages are rarely caused by a single failure; they are the result of systemic conditions that develop over time. Staffing decisions—especially within operations—are one of those conditions.
Verizon’s Network Runs on People, Not Just Infrastructure
Telecom networks do not exist as static systems. They are living environments that require constant monitoring, tuning, and intervention. At Verizon, this responsibility falls primarily on operations teams—network operations engineers, field technicians, escalation specialists, and incident managers.
These teams are not peripheral to Verizon’s business. They are the business.
When experienced operations staff are reduced, remaining teams inherit:
• Larger spans of responsibility
• Slower response windows
• Reduced redundancy in expertise
Over time, this weakens the network’s ability to absorb and recover from disruptions.
The Overlooked Consequence of Verizon’s Layoffs: Talent Disengagement
The impact of Verizon’s layoffs did not end with the employees who were let go. Among those who remained—many of them high performers and subject-matter experts—a different effect emerged.
Fear.
Highly skilled operations professionals began reassessing their future:
• Some actively started searching for new roles
• Others secured positions elsewhere and left quietly
• Many stayed, but with divided attention and growing uncertainty
These are often the individuals who carry critical institutional knowledge—people who know how Verizon’s network behaves under stress, how legacy systems interact with newer platforms, and how to prevent minor issues from escalating into outages.
When these individuals become distracted or disengaged, network reliability suffers, even if headcount numbers appear sufficient on paper.
Operations at Verizon: Viewed as a Burden Instead of a Strategic Advantage
A broader issue underlies this situation. Like many large corporations, Verizon has increasingly treated operations as a financial burden rather than a strategic asset. Operations are often categorized as “non-revenue generating,” making them frequent targets during cost-cutting initiatives.
This mindset is fundamentally flawed.
At Verizon:
• Operations prevent revenue loss
• Operations protect brand trust
• Operations ensure service continuity for millions of customers
Without strong operations, every other investment—5G, fiber expansion, edge computing—rests on unstable ground.
Why Outages Become More Likely After Cuts
Network failures are rarely instantaneous consequences of layoffs. Instead, they emerge after:
• Knowledge gaps widen
• Response teams become understaffed
• Early warning signs go unnoticed
• Decision-making slows under pressure
By the time an outage occurs, the root cause is often months old.
For Verizon, the recent outage should not be viewed as an isolated technical event. It should be understood as a predictable outcome of deprioritizing operations.
A Critical Moment for Verizon
Verizon remains one of the most capable telecom companies in the world. But long-term reliability depends not just on technology investments—it depends on the people who design, operate, and protect the network every day.
If Verizon wants to uphold its reputation for reliability, it must reassess how it values operations—not as a cost to be minimized, but as a core asset to be strengthened.
Because in telecommunications, operations are not overhead.
They are the backbone
I am not the OP but I agree, this needs to stay on top. The original is posted multiple times below. With nearly 15,000 views, it is definitely resonating with personnel. You don't have to be in HSE to know exactly what this poster is talking about.
I have worked for three companies before this one. Each had its flaws, but each, in its own way, understood something basic about decency. When I came to CVX, my fourth, I was told, again and again, that the culture was different. Healthier. Kinder. A place where people stayed because they were valued.
I believed it. For a long time, I wanted to.
Six years in, I can say without hesitation that this is the most hostile environment I have ever survived and I started on a rig in Midland, TX.
What makes it dangerous isn’t incompetence or chaos, it’s intention. Everything here is calculated. Smiles are worn like disguises. Praise is given only when it can be reclaimed later as leverage. If your work is good, someone else will quietly attach their name to it. If your ideas land too well, they stop being yours almost immediately.
And if you are noticed, truly noticed, by the wrong person, especially your boss, the consequences are swift and surgical. Threats are not confronted; they are dismantled. Slowly. Invisibly. By the time you realize what’s happening, your reputation has already been rewritten without you in the room.
Gossip is the real currency here. Cruelty, its favorite language. Personal lives are treated as public property, mined for weaknesses. An affair. A secret. A truth shared with the wrong person. Even something small, once discovered, is inflated until it becomes unmanageable. Stories grow teeth. Context disappears. Suddenly, survival feels like something you have to apologize for.
This is not a place where mistakes are forgiven. It is a place where they are archived.
I used to think cultures were defined by mission statements and values posted on walls. Now I know better. Culture is what happens in whispers, in meetings you aren’t invited to, in credit you never receive, in silence when you need protection.
If this place has taught me anything, it’s that the most dangerous environments are the ones that insist they are safe.
We've all been working our behinds off, so what this latest "warning" sounds like is more "now you'll do even more hours and skip holidays and work weekends and you'll be happy about it or we'll fire you for poor performance." They want more free labor, as simple as that.
The consequences of how layoffs have been handled, the lack of a sound strategy, and the plummeting stock price are resulting in a major loss of talent. Coworkers are leaving for Google, Healthcare Organizations, other tech companies etc. Solutions Architects, Technical Expertise, Managers with specific insights, and others that formed teams built out over the last few years are exiting stage left because of a lack of confidence in leadership, no clear pathway forward, ridiculous bureaucracy, and hollow talking points from the Executive Team. As a result much of the effort and resources that went into building teams for new services and technologies over the last few years is now a clear and abject waste of resources and time, resulting in missed opportunities and long term damage in the marketplace.
Our network is our product. Schulman maximizing profitability at the expense of our product will quickly drive customers away in mass.
He doesn’t understand how the network really works, and everyone in the room with him is telling him want he wants to hear to stay off the chopping block.
Dangerous game we’re playing here
I’ve spent 25 years at this company, mostly in the same role, believing that loyalty, consistency, and hard work would eventually be rewarded. Instead, I’ve watched good people, smart and committed people, get pushed out after giving decades of their lives to Dell. People who built relationships, hit numbers, raised families on the promise of stability, and were still treated as expendable when it became convenient.
Right now, it’s a deeply discouraging place to be. There is no real upward mobility anymore, no clear path forward, and no sense that experience or institutional knowledge matters. Employees are discarded quietly and almost casually, like yesterday’s problem. Leadership feels distant and disengaged, operating on autopilot, focused on protecting themselves and the balance sheet rather than the people doing the actual work.
Many roles now pay just enough to keep the lights on, but not enough to build a future. The work is heavier, the pressure is constant, and the rewards keep shrinking. Over time, it wears you down. You stop feeling proud of where you work. You stop believing things will improve. You watch your motivation fade, not because you stopped caring, but because the company stopped caring first.
It’s the kind of place that slowly drains the life out of you, not all at once, but quietly, year after year, until one day you realize how much time you’ve given and how little you’ve gotten back.
Does anyone believe their division head pushed RV and the executive committee to provide higher raises this year? No need to name the division head, just name the division. It will be interesting to see if anyone believes their division head pushed for higher raises.