#efficiency

I guess no awards this year. The bank needs to drop thousands of jobs to meet their efficiency target, I assume this is the start to get people to leave in their own.

I genuinely want to deliver a good service to our customer, but I’m constantly blocked from doing so. At this point, I’ve more or less given up trying.

The client wants something relatively simple, yet getting it done feels almost impossible. I don’t have the access, authority, or trust needed to make the required change.

Even with an agreed task, every individual step has to be re-approved by someone else — often with different interpretations or priorities. Eventually, someone may action it, but more often than not it’s done incorrectly. I then can’t see what’s actually been changed, so I’m unable to diagnose why it still doesn’t work.

The end result is that I often have to resubmit the same ask and hope that next time someone different both understands it and implements it correctly. It’s an incredibly inefficient way of working, and it makes delivering a quality outcome for the customer far harder than it needs to be.

What’s most frustrating is that management appear to see this as acceptable — even desirable — because we charge by the hour. The more friction there is, the more time is spent, and the more the client ultimately pays.

There has to be a better way, but I’m surrounded by people who insist there isn’t. We’re not keeping customers happy - we’re not keeping customers at all. They won’t be won over by a new logo or rebrand — they want the way we work to change. And while people continue to feel undervalued, it’s hard to see how that change will happen at DXC.

Are you, are you
Counting down the days?
Decks full of “efficiency,”
Smiles carefully in place.

Strange how “quick sync” hits your screen
Right before the sweep,
Never gave us any numbers,
Just the ones they plan to keep.

Meet me where the org charts fade,
Between “align” and “stream,”
May the odds be ever in your favor
In this well-rehearsed routine.

Quite a bit of useless guys in that internal IT team with their review boards etc. What a waste of time. Did they fix it?

The majority of companies performing the most complex tasks on earth do not support PowerPoint presentations. That’s SpaceX, Anduril, Palantir…
Why are Shell employees enamored with PowerPoint slide decks?
Is this the best story telling? Medium…

Is anyone else already fed up with a SAP? I love that the company is installing a new program that makes every aspect of the company less efficient in a time that we need to be the most efficient to make a decent profit.

• Angi, the company formerly known as Angie's List, is cutting 350 jobs, it said on Wednesday.
• Angi cited AI efficiency among its reasons for the layoffs.
• Economists and tech experts have predicted that more companies will replace humans with AI in 2026.

https://www.businessinsider.com/angi-layoffs-angies-list-cuts-350-jobs-ai-efficiency-gains-2026-1

Somebody legitimately wrote this paragraph and thought, "Yeah this makes total sense" and clicked send to the entire company. I get from this that mass layoffs will be coming before the 1/14 meeting (in particular the last line), but who knows.

"To grow boldly, we are launching our 2026 theme: “Transform as ONE.” I have chosen
this because true, sustainable transformation is not an individual pursuit; it is a shared
journey that requires us to be aligned in purpose, unified in action, and strengthened by collective ambition. Under this theme, we will pursue our directions of Exceed and Excel, Agility and Action, and Discover and Do through “One for All” Communication and
Collaboration. We must operate with the understanding that finding efficiencies is not
about doing more with less, but rather about doing better with purpose."

VMware didn’t need all of those employees and Broadcom runs VMware with more efficiency and profitability than most of you thought was possible.

2026 is my year.

After years of tireless devotion, my boss has graciously informed me that all my sacrifices may finally be recognized. You know, the late nights, the early mornings, the thrilling experience of being perpetually on call regardless of day, time, or basic human decency. The way I consistently put Truist first, always ahead of my family, my health, and any lingering sense of self-worth.

I never once let something as trivial as time off interfere with productivity. Not even when my mother died this year. Thankfully, modern technology allowed me to stream the service online, so there was really no excuse to disrupt deliverables. Efficiency matters.

And now, at long last, the payoff is in sight. I’ve been told I should be an AVP by the end of Q1!

What does the centralized robotics team do? So far I have only seen them slap Chevron stickers on off the shelf products and produce fancy videos for the home page… but zero reduction in operating costs in the plant, in fact we have more operators now than we did 5 years ago…. ENGINE fuel?

• Wells Fargo announced it will lay off an additional 25 workers from its Jordan Creek Campus.
• The company has cut 1,393 Des Moines metro jobs since April 2022, with more reductions expected in 2026.
• CEO Charlie Scharf cited a push for efficiency and the future impact of artificial intelligence as reasons for workforce changes.

https://www.desmoinesregister.com/story/money/business/2025/12/12/wells-fargo-layoffs-west-des-moines-jordan-creek/87733975007/

Wells Fargo will lay off an additional 25 employees from its Jordan Creek campus. These latest reductions are effective February 6, 2026. This brings Wells Fargo's announced layoffs in the Des Moines metro to 152 since September, and 1,393 since April 2022. The company stated the changes reflect a push for efficiency and alignment with market conditions. CEO Charlie Scharf also indicated that artificial intelligence is expected to impact future workforce adjustments.

There’s no real plan. Just cutting into oblivion won’t magically make the company better, more efficient, or more profitable. And no, AI can’t replace people, unless someone is aiming for an epic fail.

How would you feel if you multiplied your output in the same amount of time by removing all that’s extraneous?

Early in my career, I learned that if you don’t treat your time as a valuable, finite commodity, others won’t either. When meeting with Allstate employees this past October, I wanted to take this learning a step further by focusing on making the most of the time we have. So, instead of thinking more time is needed to get things done, focus is on efficiency. Think shorter meetings, less distractions, concentrated time blocks, clarity in conversation and feedback.

With this mindset we give ourselves the gift of recovery time. Time to breathe, time to recharge, time to ideate.

Let’s spend our time and energy on achieving greater outcomes. Exponentially multiply the outcomes, not the hours—a concept I’m calling output squared or O2. This is about more than working smarter. It’s about making room for excellence, not exhaustion!

How fuc_ing stupid is a company that knowingly wastes 20% of its employees time do to having to log in to disparate systems many many times a day.

Fire these incompetant people and get real engineers that know how to make this all seamless!

Anyone else on a team that has a leadership change every few months and given very little direction? Seems like people are constantly disappearing and we’re all expected to work in a “matrix” environment which basically means the manager has no clue what you work on and is not expected to provide you direction on projects so there’s no one to provide support…and these are all being framed as efficiency changes which I have seen no efficiency at all

Many directors and senior managers are not really doing anything meaningful. The Cisco Jasper management is the worse in whole Cisco.

The transformation of Verizon under CEO Dan Schulman, driven by AI, to mirror the goals of the Department of Government Efficiency (DOGE)—to achieve a radical reduction in operating friction and an aggressive overhaul of the cost structure—but focused on customers and internal processes rather than stove piped, bureaucracy.

Schulman has explicitly stated his plan is to "aggressively transform our culture, our cost structure and the financial profile" to make the company "simpler, leaner, and scrappier," using AI as the central engine for this change.

AI-driven transformation, analogous to a DOGE-style overhaul at Verizon:

AI as the "DOGE" for Verizon: Two Core Pillars
The transformation centers on AI simultaneously improving the customer experience (to drive retention) and automating operations (to slash costs).

1. Eliminating Customer "Bureaucracy" (The CX Overhaul)
   The goal is to use AI to dismantle the complexity and friction that causes customers to leave (churn).

Hyper-Personalized Offerings:

The Change: Instead of navigating complex plans and bundles, Generative AI analyzes each customer's real-time usage (data, call, streaming), device ecosystem, and loyalty history to instantly suggest the single best, most cost-effective plan for them. This simplifies the shopping process and eliminates the customer suspicion of being overcharged.

The DOGE Parallel: This eliminates "wasteful" time and frustration for the customer, much like streamlining a government form.

Proactive and Instant Customer Service:

The Change: AI-powered churn prediction models identify customers who are highly likely to have an issue or switch carriers before they even call. AI then triggers a proactive intervention, such as adjusting network capacity in their area, automatically applying a loyalty discount, or sending a personalized text to check in.

The DOGE Parallel: This is a shift from reactive management (only fixing problems after a complaint/crisis) to proactive, preventative problem-solving, eliminating the need for expensive, high-touch support calls.

Intelligent Agent Routing and Support:

The Change: When a customer does call, AI uses a "Fast Pass" or similar system to instantly categorize the caller's need (e.g., "international billing issue," "Fios speed problem") and route them to the exact human expert trained in that niche, cutting down transfer times and repeat explanations.

The DOGE Parallel: Maximizing the productivity of the human workforce by ensuring they only handle the most complex cases, eliminating time wasted on simple tasks.

1. Aggressively Restructuring the Expense Base (The Cost Transformation)
   AI will be deployed internally to achieve the "simpler, leaner" operations Schulman has promised, translating directly into major job role changes and cost cuts.

Automation of Back-Office Functions:

The Change: Intelligent automation takes over large-scale, repetitive tasks in billing, supply chain, and contract management. This results in significant staff reductions (layoffs) in administrative and support roles, a key part of the "scrappier" business model.

The DOGE Parallel: This is the direct application of "cutting wasteful expenditures" and "downsizing the federal workforce" by replacing manual labor with efficient software.

Network Optimization and Predictive Maintenance:

The Change: Machine Learning (ML) models continuously analyze network performance data to predict equipment failures, automatically adjust power consumption across cell sites, and optimize technician dispatch routes. The network essentially becomes self-healing and energy-efficient.

The DOGE Parallel: Modernizing technology and software to "maximize governmental efficiency and productivity," saving billions in maintenance and energy costs.

Precision Capital Allocation:

The Change: Data science and AI are used to determine precisely where capital should be invested (e.g., which specific neighborhoods need a 5G Ultra Wideband upgrade versus which areas can rely on existing infrastructure) to maximize subscriber growth and revenue return, rather than blanket spending.

The DOGE Parallel: Ensuring that every dollar is spent wisely and effectively to achieve strategic goals, much like a government audit of taxpayer funds.

The overall goal is a tectonic shift in Verizon's identity: from a company primarily defined by its physical network build-out to a digital-first, data-driven organization where AI dictates every interaction, promotion, and operational expense.

Topgolf Callaway Brands President and CEO Chip Brewer revealed that his company eliminated “about 300 positions” in response to the impact of incremental tariffs. “We intend to mitigate as much of this impact as possible via efficiency improvements, pricing and vendor negotiations,” Brewer said on the company’s Q3 earnings call on Thursday.

https://www.sportsbusinessjournal.com/Articles/2025/11/07/topgolf-callaway-reveals-layoffs-raises-full-year-financial-guidance/

Y'all given a mask and voila! the racism is revealed.
Listen, if you wonderful Americans were smart and effective, there is no need for the management to go around looking for "PoOr InDiAnS". They know Indians are smart, efficient, and get the job done for a decent paycheck. and oh my GOD how SLOW do you guys WORK? (Not all, of course, I've met multiple smart Americans but then there are the disgusting slackers) Your brains don't work coz you've been in the company for 25+ years and you all do such MIND NUMBING WORK, with no passion nor energy. But guess what? you get paid 4x for that. That's a waste of money, nah mate? Instead Indians here do the SAME Work, HALF the TIME, HALF the COST. Maybe if you dimwits pulled up your socks, stopped poking your nose in other people's business ("WhY iS He WoRkiNG fRoM HoMe" Sir, its 2025. We use TECHNOLOGY to get jobs done faster and smarter. Go back to 1925 if you want to work the way you want) you can maybe, one day, prevent jobs from getting outsourced. But nah, you all on here, ranting coz you know your job is on the line - warming seats in office for a hefty paycheck ain't helping you keep your job. Next time you wanna be a racist, ask yourself, "Am I qualified to be one?" coz chances are, you aren't. Pray for yourself, your family, and IF you have it within yourself, for others. Coz at the end of the day we are all corporate slaves.

The management team documented headcount reductions at Investor Day and the materials are on investor.bankofamerica.com - read it for yourself.

https://d1io3yog0oux5.cloudfront.net/_921b404bf18d5836995d3afa5c212c04/bankofamerica/db/968/10447/file_upload/BofAInvestorDay_FullPresentation_Final.pdf

Page 61 (stamped 39) shows a clear and significant push reduction in headcount. The slide is titled “Continue to Drive Growth and EFFICIENCY thru strategic investments…”. Watch any interview with Brian (Maria Bartoromo for example) and he avoids the question on headcount reductions from our investments in AI. The presentation signals to investors headcount cuts are coming and of course just how wonderful the management team is doing. We lag peers on EVERY meaningful metric so investors said same tired BS and dumped the stock on a market up day. Investors laugh at “responsible growth” so now we have to rename it “Try to catch up to every peer we lag growth”.

Search for the word “efficiency” in the deck and it comes up 51 times with the last one on page 298 (stamped 22). Management is targeting an efficiency ratio of 55-59% and publishing that to investors. Management cannot control revenue. Management can only control expense. These targets only require a 10-20% headcount cut and it’s so super easy to do. The question is does Brian want reductions in the Q4 earnings release or Q1 2026.

NEW YORK/TORONTO, Nov 5 (Reuters) - Wells Fargo (WFC.N), opens new tab CEO Charlie Scharf said on Wednesday he expects the U.S. bank's workforce to decline further as it focuses on efficiency.
"It's likely we'll have less headcount as we look forward ... we'd like to do much of it through attrition as possible," Scharf said in an interview, noting the bank had 275,000 employees when he joined in 2019 and a little over 210,000 currently.

Do more with less…… is what they tell us.

Leaders are afraid to communicate, afraid to get in the news, afraid of baby-napoleon-pulte, afraid to have ideas. The only word left in their vocabulary is efficiency. They think they are being political savvy tracking people’s calendars, emails, badging. I am not blaming them. Just feeling sad for them. What a culture:(

When a wire line first liner is out for a week his counterparts cover two gangs nothing ever happens ...and the work gets covered.. when a second liner is out for a week and they have somebody covering both areas nothing ever happens and the work gets done... How can this guy not see that he has twice as many people as he needs in wireline.

It’s time for T-Mobile to return to the efficiency of the 2014-2020 era.. or even before the Sprint merger and the sh-tshow Marcus East period. Amdocs and certain underperforming vendors, particularly in Atlanta, have delivered limited value. Moving work to talent, including at the new GCC in India, is setup in the right direction. Next attention should turn to other low-quality, high- cost vendors likes of PK, Concentrix, and HCL to ensure resources and dollars are used strategically, especially after dropping so much cash on Jeff Simon’s pipe dream “cyber defense center.” All show, all the time. 💸

Not my post - see @f6+1k8rdy748

Is this a real simplification and an efficiency measure? Maybe? But it may as well be cover for offshoring to TII + Contractors. I do have tendency to be paranoid tho.

Let this serve as a stark reminder: capitalism, as it exists today, tethered to public markets that demand perpetual growth, is deeply flawed.

Amazon, like any publicly traded company, must show quarter over quarter gains. One of the easiest ways to do that? Cut costs.

Is the company bloated? Probably. But let’s be clear, no corporation truly cares about you. Public companies will always prioritize perceived growth over employee well being.

That’s the nature of the system.

As AI continues to advance, it will inevitably replace jobs across industries. This pursuit of efficiency will remain the top priority for companies until the underlying incentives change.

Anyone else find it funny that they are using the excuse of making faster decisions to justify the layoffs? To the people at the top, the time it takes to make decisions isn’t the problem, ITS THE DECISIONS THAT YOU ARE MAKING THAT IS THE PROBLEM!! Dei, pride, every decision they make has been wrong! But they get to stay and we get to suffer lol.

Story by Mella McEwen

ExxonMobil officials, like all other oil and gas producers, are closely watching the current economic climate. The company recently announced a reduction of 2,000 jobs — none in the U.S. — as part of a long-term restructuring plan.

“We are worried about prices,” said Rich Dealy, vice president, Permian Basin, with ExxonMobil.

Addressing Hart Energy’s Dug Permian conference, he continued, “Our depth of inventory is impressive even at current prices.”

Dealy said ExxonMobil is worried less about oil prices and more about efficiency gains, with a team of skilled workers focused on improving efficiencies and refining drilling and completion costs. A vast majority of its Permian Basin wells and operations are monitored from a central hub.

“We have a number of good zones across the basin,” he said. He sees the rising amount of natural gas being produced in association with crude oil as an opportunity, but the Permian needs sufficient takeaway capacity to realize that opportunity.

The multinational giant currently produces 1.5 million barrels per day from its Permian Basin holdings, with plans to increase that to 2.3 million barrels per day by 2030.

“The Permian is a gift to the U.S.,” he said, predicting ExxonMobil will be developing resources in the Permian Basin for decades to come. “We predict production will continue to grow, oil and natural gas demand will still be tremendous, at least through midcentury.” Despite the rising use of renewables, he said the company estimates oil and gas will still provide over 50% of the world’s energy.

https://www.msn.com/en-us/news/other/exxonmobil-permian-growth-targets-2-3m-bpd-by-2030/

CEP is somehow taking longer than spinning off an entire downstream company (announced on July 14 2011, completed on May 1, 2012). What an efficient company COP has become!

Manager
Associate Director
Director
Sr Director
Executice director
Asst VP
VP
Executive VP
Sr VP
Chief officers

Meanwhile lean and mean operations in markets . Something that resembles a belly fat with skinny legs.

How’s the increased dependence on offshoring technical and administrative positions working out for bp? Please share positive and negative impacts to corporate efficiency and profits.

Half the company could disappear tomorrow if we just removed everyone who only goes to meetings and relays updates. Let the ones who actually do the work run things for a change.

The industry trend has been to flatten orgs and I imagine that is where Paramount is heading. Our new CPO will likely deploy some of the same strategies that were used to restructure Meta (where he came from). Worth a read for those falling under this part of the org.
https://about.fb.com/news/2023/03/mark-zuckerberg-meta-year-of-efficiency/

How in the world is ATC still open? It is nothing but a financial burden in a time when we are trying to cut money from everything. How much money could be saved by shutting this useless money put down.

Nothing of use has come from this place, except for expensive lunches and events. People bi--h about us being remote but don't care that this place is draining money from Nike.

Just heard CS talking about AI. All at beginning of this -- in terms of efficiency. I intemperate this as CS is looking for AI to increase efficiency. Not too many folks on this board have talked about AI at Wells. Only comments about tech is that it is horrible and way behind.

I’ve lost count of how many meetings end right where they started. So much talking, no real direction, and when someone actually offers something useful, it gets dismissed. Why is it that the people running things can’t tell the difference between noise and insight?