#culture

The "we're a family" messaging from leadership feels completely fake at this point. It seems like most of the truly talented people have already left, and the communication here is just shocking. I regularly hear managers shouting at people in meetings and no one even bats an eye. Nothing is organized, no one knows who is responsible for what, and the execs keep selling this beautiful vision that has nothing to do with the chaotic reality on the ground. The whole atmosphere is just toxic. What the he-l has Nike turned into?

SAP, founded in June 1972, when Dietmar, Klaus, Hans-Werner, Claus and Hasso departed IBM when they were told the software they had all been working on was no longer needed and so they started their own company - SAP.

We all need to pay  highest recognition for what these individuals achieved and the great company that was created.

But the time has come  for the remaining two founders and specifically Hasso to completely step away from the management, operation, executive selection, strategy, etc.... and allow new leadership take over SAP,  Times have changed from what they were in 1972 and so must SAP also evolve - which as long as the legacy founders are running the company and selecting the C-Level executives we will be stuck in the past.

Yes, Hasso removed Punit Renjen ( even before he officially took over as Supervisory Board Chairmen), but why did he do this.  Because Renjen was prepared to make significant changes ( whatever they may have been?)  and Hasso was not supportive.

And then what did he do?  He installed another puppet who was a protege of Hasso  and on SAP Board since 2002 - Pekka Ala-Pietila.  The issue is not who are the individuals in C level positions BUT rather WHO is putting them in such positions. 
This type of oversight and control is  simply what IS NOT NEEDED AT THIS TIME.

Look, the issue driving our latest survey results down to 59% when measuring confidence in the Board, is the Board itself  !     And CK, Asam,etc.. are all in Clevel positions for one reason = Hasso.   Until we get  leadership who is responsible for selecting the best and most talented key people AND holds them accountable, we will not see any improvement.

Yes, all congrats go to the founders of SAP for what they achieved, but the time has come for them to move on and allow new talent  that has domain experience and is capable of running a company the size and breadth of SAP.  We no longer can afford to just have hand picked people by Hasso who really have no outside C Level experience running the company - or we will all  be on the outside looking in.  Yes, the time has come and the time is now.

Please get your s#it together, because it is very clear and apparent that there is mass chaos going on in the c level and a couple levels below. Why would you announce broad and vague massive organizational changes yet provide zero clarity at the point in time the announcements come. Announcements that specifically call out teams/roles/jobs and not communicate the what baffles my mind as we come to the holiday season. Please go back to business school and re-take management 101 or read a simple book on organizational leadership. Thank you and have a very happy thanksgiving while the rest of us fear for our jobs.

Whenever something goes wrong, there's a mad dash to point the finger at another team. No one in management ever just owns a mistake. It's exhausting. On top of that, we all know we're being paid well below market rate, and the chance of getting promoted is basically zero. They wonder why morale is so low, but it's not exactly a mystery.

Anyone one hearing anything? My manager said it was looking much better so I’m optimistic. Heard that from another area as well

We can’t afford to pay engineers and techs but we can afford to pay someone to send out these stupid emails??? GTFO no one reads this sh-t.

Anyone hear anything about what March 2026 will bring for Connect Week schedule changes?

Title says it all.

Morale is in the dumps. Will they do anything to improve it?

The outcome of this situation is truly shameful. In retail, we were pushed relentlessly to drive the leaderboard, only to find out that leaderboard performance had no bearing on job security. It is baffling that stores, SDs, Directors, store leaders, and sales reps consistently at the lower end of performance rankings throughout the year remain employed.

In the Atlantic South market, we were subjected to endless calls and passive-aggressive behavior from leadership. NONE of that pressure mattered. The market president was the worst of them all. Her and her cronies would talk out both sides of their mouth and leave it up to everyone to decipher what they meant all while screaming how important integrity is. The leaders would go on and on about performance but if performance mattered, we’d have a different market president.

The customers are DISCONNECTING because the leadership at the top is DISCONNECTED to what drives true customer loyalty and satisfaction. In the end, our individual contributions and struggles were irrelevant; we are merely casualties in the company's efforts to manipulate the stock price. Happy Holidays to everyone and I wish you all the very best. We deserved better.

Upset and sad to hear that an exceptionnally competant colleague was told today was their last day.
Where is illumina going depleting itself of its talent.
It s sad to see such a previously notorious company falling into pieces.

Is the party email a joke? $6B company. So sad...at a complete loss for words.........

Mid level management cant get a pay raise to even cover cost of living.

If money is what you work for at Hertz then knowing that the CEO makes $35 MILLION DOLLARS a year and the Fadman makes nearly half a million per year if not more, don’t be upset!
Keep the management struggling and starving then wonder why your revenue is down while you all sit pretty in your big houses with your boasting of Verizon wireless plans on LinkedIn.
It’s sickening how out of touch these people are-know your audience and pay your people!

If you are using this event to create DEI theories around how individuals were impacted, then you are either an extremely stupid person or a horrible person.

Using such mass suffering to push your propaganda- shame on you

I have worked at a few places, but this one takes the prize for how drained it leaves me. You can put in steady effort and still walk away feeling invisible. Folks talk about support, yet no one shows it when it matters. Lately I feel like I am just pushing through the days to get by.

BNY has never been about performance, it’s always been who you know. I left years ago because I got tired of the dead-end grind and the constant politics. The culture is still toxic and unprofessional, and anyone still there should take a step back and see what they’re really part of.

It’s frustrating to watch the same underperformers stay while anyone competent gets pushed out. If we actually kept our best people, constant cuts wouldn’t even be necessary.

Citi should not block someone to move out when a 4 rating is intentional.

I noticed in Pakistan - employees could book a shell run vacation house.

India has that extra % pay per year to keep up with market pay rates

Dutch get the benefit of riding a bicycle to work

Oman provides benefits to multiple spouses of an employee. You can also buy health insurance for your parents.

There’s seems to be a lot of resentment here from some people with phrases like “adults go to work” and “covid is over” and “it’s your own fault that you moved to another state” and common sentiment is - get back to the office or get out. A lot of people seem to be unaware that remote work existed way before Covid. There are some companies who hired remote-only (look up Hashicorp). Remote work existed in Viacom too.
Most of what I’m hearing here is towards people who were in the office and then became remote due to COVID. Ok I get that. What beef do you have with me, someone who was hired remotely years before COVID, never lived anywhere near NY or LA, and commonly known as a local workaholic often working way over 8 hours a days, often working weekends etc? Where do I have to “return” to? I’m where I’ve always been. And I’m not going anywhere.

The whole place feels stretched thin because we’re missing people on the floor and in management, and it shows every day.

https://imgur.com/a/4AB5EjR

How invested is JC et al in monitoring their workforce. Do they do it in-house? If so with what? Or do they rely on MS & Teams n stuff?

Though Verizon was one of the dream company to work for but like many of us I thought the same, worked there for more than 14 years and gave it all. Weekend work and a tons of after hours work to make our customers happy. The company literally took 2 minutes to make me a stranger. On the good side Verizon Underpays you and I realized it more when this VZ bubble broke, I realized how much I am worth of.
In some places very poor decisions were made where poor performers were kept since they were friends with the bosses and good performers were let go just because thier focus to make the best network and $u-k up to the boss or bosses boss.
In the end Im grateful to what I got but excited for the new chapter since it will pay much more than this $hitty company was paying
Request to higher ups to please review certain regions and ask why poor performers were kept when they had multiple HR complaints against them and failed in thier previous roles, friendships/ favouritism?

Layoff of operational leaders, will this expand to Optum type layoffs?

The worker bees, who had zero to do with the terrible decisions, get cut. Meanwhile the ivory tower people keep laughing all the way to the bank. If the masses ever figure out that the ol' left/right, union/non union "divide and conquer" routine has been played on them for 40+ years, then we might make some progress.

1. BNY used to be a good company to work for
2. BNY cares about their employees
3. BNY is on a path to its own demise

Has anyone actually heard from leadership (your boss, VPs, Presidents, etc) about the VoE survey at all?

They published a high-level review of the results and promised to talk about it with us, and here we are months later without a single word being said.

Are we still at war with each other? Every where I look it’s people saying “this never happened until the merger” or “sprint was/is better and we’re changing this company”

1. Stores are drastically understaffed
2. Corporate human resources is disconnected from store associates
3. Favoritism is commonplace among associates and managers
4. Customer service is not a strong priority
5. sales numbers (good or bad) are not open discussed
6. High turnover among c suite leadership
7. belk is fending off many lawsuits from both employees and customers
8. Budgets and payroll dramatically cut
9. The company has a reputation for WOKE politics starting at c suite level
10. CEO remains an enigma to associates and managers

This was not based on performance. It was done to save costs and involved random selections to foster a new culture within and, disrupt existing friendships/cliqs

Great teamwork, sense of belonging, trust, managers who listen, autonomy - lucky to be part of such a great company.

If you know, you know. The question that we've all been asking. Apparently, the CEO too.

Got laid off two weeks ago and my gas sponsored credit card still works! Thanks. Feel zero regret about it. If COP read this do something and stop all these cards from working on laid off people. Anyhow this is another example of how badly things are planned in conoco.

Hello relatively new to Citi,worked hard last year.. from last 3 months my manager is unnecessary escalating things (earlier he was ok) now another peer (gave multiple prod issues,bring the system down in production once) is getting promoted it seems. I definitely did more than him..and in 1-2 scenario my manager asked me to help. Looks like I took one of the wrong decision 4 years ago.. what you guys do in this situation? Start looking for the next one?

Is it just me or was the last company meeting different? It wasn’t the usual energetic fluff that we’re used to. There was no formal run down of the numbers by the CFO. Then SM and SR bring in another one of their friends to run security. What’s unusual about this friend is she’s close to retirement age which means she isn’t joining for a lengthy career. It says a buyout is near without saying a buyout is near.

The primary method of problem resolution here is time-based: solve every issue with excessive hours and involvement, only to face the identical issue again soon after. The organization values quantity of labor over quality of insight.

Authority and recognition seem heavily weighted toward those who endure the longest hours in this specific, insular environment. The standard expectation of 60+ hours feels like a metric for compliance rather than genuine innovation.

Many core functions rely on deeply entrenched internal processes that are often inefficient or could be replaced by widely accepted industry standards. There is a clear pattern of confusing labor with effective problem-solving—the actual value of a top engineer is in recognizing patterns and defining the correct challenge.

This model rewards effort over efficiency.

The skills fostered here appear to be highly specialized to this internal ecosystem, and those relying solely on them would struggle to compete in the broader tech industry.

The environment fosters a kind of emptiness—a focus solely on the job to the exclusion of personal life or intellectual development. Pattern recognition and proactive problem avoidance are disincentivized.

Those with external options should prioritize a strategic exit immediately.

Anyone else see similarities to Cares and Targets 10-4 program?. Thought micromanagement was bad before now they have daily observations, other branch employees spying on each other ans numerous new click counters that will be a reason to deny annual incentives. Wish we could just opt out of the incentive plan and be left alone to truly focus on the job not bean counting.

It slowly became more and more of a drag on morale as we cycled through one after another managers, directors and VPs.

The last of which were only focused on themselves and the choir of supplicants that sang the same tune. Alas I got tired of hearing it all. I was rather surprised when my director and an HR person scheduled a meeting to let me know my services were no longer needed.

No warning whatsoever just a thank you and a well wishes to not let the door hit me on the way out.

I guess that’s why they don’t have as people with more than 3 years tenure.

Inside Sales Representative – Dell Technologies

Empowering execution through operational excellence.

Role Summary

The Inside Sales position is designed for high-performing professionals capable of navigating a highly structured environment with precision. This role focuses on administrative readiness, cross-functional coordination, and seamless support of front-line field teams.

Primary Responsibilities

Deliver timely and accurate customer quotations across diverse product portfolios

Complete Goal File documentation in alignment with quarterly planning expectations

Manage evaluation units and try-and-buy processes with strict procedural compliance

Maintain comprehensive and up-to-date Salesforce (SFDC) records

Execute a wide range of internal forms, submissions, and approval workflows

Monitor and communicate order status, logistics updates, and lead-time expectations to customers

Sales & Strategy Expectations

Minimal direct selling activity required; emphasis is on internal alignment and mundane administrative accuracy

Strategic decision-making is primarily centralized; role focuses on operational follow-through

Performance metrics are based on standardized numerical objectives that may shift quarterly

Collaboration Requirements

Attend and support extended Teams calls, often in a listen only or note-taking capacity while Account Executives lead customer discussions

Participate in all mandatory training programs, averaging 40 hours per quarter, to maintain internal compliance

Conduct mock sales pitches for internal development, despite limited practical selling opportunities due to administrative workload

Quota Alignment

Expected to deliver 50% storage attainment despite data-center outreach being handled by other specialized teams

Must demonstrate resilience working within a matrixed quota system with shared responsibilities

Workplace Expectations

On-site presence required: 5 days per week, minimum 40 hours

Free amenities may be limited; on-site beverage options vary by location (buy your own coffee on the way to work)

Compensation Structure

Base salary aligned with internal leveling

Annual compensation growth is limited; raises are typically reserved for new graduate hires entering the organization.

Variable compensation is performance-based (wink-wink) and may fluctuate significantly depending on attainment

Ideal Candidate Profile

Will support continuous automation initiatives, including providing feedback and training data to enhance AI systems that may eventually replace your job

Must maintain a positive attitude while working toward quarterly targets that are (let’s be honest) mathematically impossible

Highly organized, detail-oriented, and able to thrive in a process-driven environment where grunt work is 90% of the job.

Demonstrated ability to perform high-volume, repeatable tasks consistently and accurately on a daily basis.

Comfortable with high administrative volume and frequent context switching

Adept at maintaining professionalism under shifting priorities and ambiguous targets

Why Dell?

Join a team committed to operational rigor, structured workflows, and consistent process execution where your mastery of internal systems becomes your most valuable asset.

Candidates should be aware that the role’s highly specialized internal processes may not directly translate to external skill sets if held for extended durations.

Dell is committed to supporting you as a valued number in the system, until such time as that number is no longer required.

Candidates are expected to go all-in with full commitment and gratitude for the opportunity.