#engineering

Innovation doesn’t die because people run out of ideas.

It dies when meetings replace making.

When every experiment needs five approvals.

When PowerPoint or Keynote become more valuable than prototypes.

When politics outrank curiosity.

When protecting careers matters more than questioning assumptions.

When “alignment” becomes code for “don’t rock the boat.”

The irony is that the companies famous for disrupting industries often become experts at preserving the status quo.

You can hire the world’s best designers, engineers, and creatives, but if they’re rewarded for managing risk instead of creating value, don’t be surprised when innovation turns into theater.

Real innovation is messy. It creates tension. It challenges leaders. It makes some people uncomfortable.

If everyone in the room agrees, you’re probably not innovating—you’re just documenting consensus.

The biggest threat to innovation isn’t a lack of talent.

It’s bureaucracy wearing an innovation badge.

#Innovation #Leadership #ProductDevelopment #DesignThinking #CorporateCulture #Engineering #Creativity

Is it clear enough after those years? Those BTC engineers are replacing Houston engineers!
Why there stupid Houston person even give free credits to BTC engineers. So stupid. You deserve to get PIP and replaced by BTC engineers.

The company is so top-heavy that management layers seem to outnumber the people doing actual engineering. Many of the best engineers—the ones who lived and breathed problem-solving—have long since left. What remains is an army of title-holders more interested in PowerPoint presentations, meetings, and career advancement than engineering.

The result is predictable: a growing shortage of genuine technical expertise and an organization that often struggles with problems that competent engineers should be able to solve routinely. Too many of today's so-called engineers couldn't design a simple cardboard box without forming a committee, scheduling a dozen meetings, and asking management for approval.

@j3+1kxyr77bx said it perfectly.

Was anyone in engineering impacted? It seems like this was mostly a retail layoff.

2 OSP engineers in NM walked out 7/16

Any engineers hearing about layoffs today?

Anyone else see the recently posted engineering positions in limerick Ireland? It looks like they are targeting fresh graduates. I have a few problems with this:

1. Weren’t all international operations sold to BT?

2. Why Ireland when our network is based in the United States?

3. These would be good positions for associates looking to move into engineering. Why are they looking outside the company when people inside the company would want these jobs.

In addition to the rolling layoffs we've seen in marketing and sales I can confirm that additional layoffs have hit roles in project management and engineering. Naturally this will never be addressed, but it would be nice to know when this can be expected to subside. Extremely disappointing approach from leadership and such a departure from the transparency of the founders and subsequent leaders.

Thomson Reuters is planning to reduce its workforce by up to 500 engineering positions. This move affects approximately 5.2% of its operations and technology unit employees. The company is increasing its use of artificial intelligence across its various business segments. A spokesperson stated that affected employees are being supported during this transition. Thomson Reuters also anticipates hiring over 250 net-new engineering roles globally in the next two years.

Toronto, Ontario

https://seekingalpha.com/news/4613381-thomson-reuters-to-cut-up-to-500-engineering-roles

Heads up

I'm sick and tired of watching so many SWEs at Teradata coasting through their days like they're collecting a paycheck for breathing. You know who you are. You show up (barely), half-a-s a few tickets, spend more time in "syncs" and "brainstorms" than actually shipping code, and somehow think that's enough to justify your existence on the payroll. Newsflash: you're not bringing anything meaningful to the table.
The codebase doesn't improve itself. Features don't magically appear because you attended another standup or updated a Jira ticket with "in progress" for three weeks straight. Customers aren't impressed by your vague "explorations" or endless refactors that go nowhere. While the company is fighting in one of the toughest data analytics markets out there, you're dragging down velocity, inflating headcount, and forcing everyone else to pick up your slack.
If you're not consistently delivering high-impact work clean, production ready code that moves metrics, solves real problems, or accelerates our roadmap you're dead weight. Period. No more hiding behind "senior" titles or "architect" labels while contributing the output of a junior with a bad attitude. The bar is higher now, and a lot of you aren't clearing it. PIPs and layoffs aren't threats; at this point, they're overdue hygiene. Trim the fat, raise the average, and stop subsidizing mediocrity.
Meanwhile, shoutout to the ELT for actually having the guts to lead. Thank you for making the hard calls, for focusing on real execution over endless meetings and performative busyness, and for steering this ship through tough times instead of coddling underperformers. Your vision, accountability standards, and willingness to make changes are what keep Teradata competitive. Keep pushing. The company needs more of that energy at every level not the comfortable inertia that's been tolerated for far too long.
Time to ship or step aside. The rest of us are done carrying passengers.

5000 engineer will get laid off by sep 2026 confirmed news.

Just curious what people’s plans are. What do you think is the best exit route?
It seems that most people are just trying to get to JG3 and that’s basically the peak of their career at Shell unless they check the right box. I’m not sure if I want to climb that ladder for the sake of climbing. Not saying grass is greener on the other side, but just want to see what the options are.

Are there any cuts coming to engineering or cloud operations ? If so when

RIFs underway for McKesson Pharmacy Systems (EnterpriseRx), particularly in engineering. Most engineering to be outsourced overseas.

Innovation is lacking. Billions lost on useless 5G. Han's and the engineers could not figure out where we are headed. What is the future for telecom?

Opportunity is there but who has the vision and leadership to succeed? Not ATT or VZ.

Satellite and new technology is evolving daily and these legacy companies are so behind it's embarrassing. Dinosaur 70's leadership. It will change eventually and the landscape will be massively different.

It's a race to the bottom currently and Big Red is leading the charge.

Sorry Dan, but AI cannot fix VZ. Not with you in charge.

Ford is rehiring veteran engineers to fix quality problems created by Ford's rush to implement AI/automation (admitted by their VP of vehicle hardware engineering - Charles Po-n). Oops, duh. At least they recognize the problem and how to address it. As an aside, building an already designed vehicle has got to be more "automatable" than designing a cell site and the even more "thinking/thoughtful" part - walking that project through all of the issues that pop up from the initial design through turn up.

https://www.businessinsider.com/ford-ai-hiring-veteran-engineers-2026-6

Ford executives said they have hired 350 veteran engineers — some of them were former employees, while others had been working at suppliers — after artificial intelligence and automated systems failed to deliver the desired quality level.

Bloomberg reports the company’s chief operating officer Kumar Galhotra told journalists that Ford had been “relying more and more on automated quality systems” with disappointing results. So the company “brought back technical specialists,” and those specialists “hunt for failure points before a part ever reaches the plant floor.”

Charles Po-n, Ford’s vice president of vehicle hardware engineering, added, “Mistakenly we thought that by just introducing artificial intelligence and ingesting the design requirements that we had, that that would produce a high-quality product.”

To be clear, this doesn’t mean Ford is abandoning its AI plans entirely. Instead, it’s using the rehired employees — referred to as “gray beard” engineers — to train younger staff and reprogram AI tools.

This rehiring seems to be paying off, resulting in what Ford CEO Jim Farley said are things like lowered warranty and recall costs, “contributing to literally hundreds and hundreds of millions of dollars of a tailwind for Ford on cost.” The automaker also claimed the top spot among mainstream brands in the JD Power Initial Quality Survey released this week.

Lots of closed doors this week along Director row. What has everyone heard about rifs in July for market level engineering GNT? We are mostly contractors at this point. How much more can they cut?

For a company that earned multi billion$ per quarter, it seems minimal reward/high risk to transition to low cost and low capability workforce in a 3rd world country.

The savings seems like it is not worth the risk and also not worth destroying all confidence and loyalty of its HC10 employees.

How much is the total annual target savings of moving to third world country 1/10 salary workforce, low cost engineering, low cost fabrication and procurement?

Honest question: Why does Dell have software Engineering Leaders and 10s of thousands of software developers?

Every piece of enterprise software we develop either doesn't work, has to be recalled, or is already 10 years behind the competition when it releases. So why do we have these groups?

Any updates on the technical bonus for Engineers and Geos that was sent out last month? Interested in what percentages people are getting and how its being rolled out. Will there be a match to 401k?

First principles are the foundational, irreducible truths of a system that cannot be deduced any further. SNPS is a software company that depends on selling software for profits. So the first principles of the company are those who write codes and those who sell the software. Anything else should serve these two principles: reduce distraction, provide a comfortable working environment, and give them good compensation.

However, at SNPS, these 2 groups are the ones who are mostly ignored and suppressed. When management flips the organizational hierarchy, bureaucracy cannibalizes the engineers who build the product and the sales professionals who generate revenue. Every supporting department—from middle management to HR—should exist solely to optimize this pipeline, not obstruct it. Losing sight of this foundational truth triggers immediate organizational decay. This is the root cause of extreme low productivity compared with our competitors.

This structural inversion creates dangerous consequences for the company's market position. High-performing talent does not stay where it is marginalized. When top-tier developers and elite sales executives face hostility, they leave for competitors who respect first principles. The company is then left with a culture of compliance rather than innovation, where survival depends on pleasing managers rather than creating superior products or winning market share.

To see this reality clearly, it is worthwhile to pause and count the people around you. Ask yourself: how many actually write code? How many engage in real sales? And how many do nothing but to make their managers happy? When the talkers outnumber and outrank the doers, a company has abandoned its first principles.

At SNPS, It's not uncommon that an IC sits in the 8th or 9th layer in the reporting structure. We, the front line engineers, don't need so many nannies and care givers.

Where is the World Cup travel and boondoggle money coming from all of a sudden?

Fu-k you all sincerely, signed below.

My engineering team was already incredibly lean after various layoffs and departures over the last half a year. I was basically taking on 2 engineer's work and still got the notification today that I was surplussed despite great EOY performance reviews over the last several years. My manager said "it was not due to my performance" and it was "budget related" but honestly I am in shock and don't know what to believe.

I am off payroll in September, which means I have a few months to find a job --which isn't bad I guess. I am disappointed and angry that I have been cut while others around me who do less are still safe.

Vivek's purview to say with confidence that the most important applications at Verizon outside of network operations. POS, point-of-sale, intakes some 70+% of ALL of Verizon’s revenue. ACSS is a superset of that software. This software is utter garbage. I mean it’s just layers on layers of undocumented spaghetti code written by contractors that were seemingly plucked from the streets, paid 50,000/yr, and whose agency was billing Verizon 120,000/yr for their time here. At a company with Verizon's profits a full stack developer should reasonably expect to start here and be able to search a UI for any service or data they need to build pretty much anything you could conceive. Yet you won’t find a single shred of such documentation. GTS leadership has passively allowed layers and layers of teams to be stood up where each team only works on one segment of one leg of any end to end business process. No one engineer is empowered to build a single feature holistically end to end without pulling people from 2-3+ teams to get the job done. Often the job is just chaining some API calls and making a UI to display the results. Something a decent college CS graduate could build independently if there was proper documentation. Instead engineers are tasked with endless non-funded pet projects in some obscene race to be the team that shows the shiniest little half functional proof of concept to the nearest VP. All the while our most integral systems are held together with popsicle sticks, glue, and chewed up bubblegum. Everything is expected to be done yesterday. No one cares about code quality thus software/product quality. Most of the leaders within GTS could not solve a LeetCode medium if their families lives depended on it, assuming they even knew what LeetCode was. The sad part is the same is true for most of the Principle Engineers, Distinguished, and associate fellows and fellows as well. All these guys do is sit in calls so they can steal each others ideas. Then go implement them in some shoddy fashion so they can say they did it. Who cares if it works in production or provides any tangible return on investment for the time expenditure. The engineering culture at Verizon is utter garbage and it is perpetuated by the leadership within GTS. It is beyond simple incompetence, the leadership in GTS does not even have an idea of what competent software delivery is. It’s not incompetence because that would imply some intent to do things correctly. It’s simple ignorance. I have seen a VP of Site Reliability Engineering shoot down a Distinguished Engineers suggestion that engineers should be able to run the code that they are working in locally to validate results. The VP thought that was an absurd request. To put that in layman's terms the guy was just saying that when I paint a picture I should be able to see the canvas as I paint. That was dismissed. That’s the level of ignorance we’re dealing with. To reverse this level of cancerous spread you would need to inundate GTS with so much chemotherapy and radiation it likely would die out before any recovery was ever observed. I really do believe that the only way back is just terminating all of GTS leadership. Stop all software delivery. Bring in VP’s from actual tech companies who have actual software engineering experience within the past decade. Allow them to document ALL of the inner workings of the existing systems. Publish that documentation to OneConfluence or some adjacent documentation platform. Grant access to this documentation to ALL VZ Software Engineers. Release all of our Fellows, and Associate Fellows. Replace them with real engineers from real tech companies. THEN you can START redesigning the systems that collect all of VZ’s money. So regardless of Vivek's character do you really think he is prepared to make this level of systemic change to how Verizon delivers software? Or do you think he will just perpetuate slop delivery ad nauseam until Verizon crumbles or someone does the needful that I have laid out here?

I retired from Nielsen 5+ years ago. A former coworker pointed me to this site, so I'm out of the loop. I only ended up on the careers page because my son just graduated with an engineering degree, and I thought the Oldsmar facility would be a great place for him to start. Instead, I'm perplexed; are all the engineering jobs in India now? What actually happened to Nielsen? The engineering culture and work at Oldsmar used to be great, but now it seems like a ghost town. Catch me up on what I missed (and yes, I realize now I should probably steer my son elsewhere!)

I opened a ticket on late Wed, as of now, still no support engineer to chat me, the guy I chatted with said someone would be with me in 10-15min, but no one even after 5h, fu-k him, I am working for a company who probably pay $500M to Oracle per year, this is really sh-t!

One of the BU had a huge reorg, do we know what the reason is, lots of engineers got shuffled around

Any chance I may get surplused? I am Engineering Assistant in Southeast.

Is it engineers, pms, analysts, or both?

FanDuel recently laid off several hundred employees. This move impacts a few hundred people from its 5,000 total workforce. The company stated these changes strengthen its long-term strategy. Affected departments include business development, operations, and engineering. These layoffs follow previous workforce reductions and industry trends.

https://finance.yahoo.com/markets/stocks/articles/fanduel-lays-off-several-hundred-220007878.html

I recently started seeing few posts on LinkedIn about some people posted about being laid off.. like L3 L4 L5s in engineering, data science etc. anyone noticing anything? I think mgnt figured out a way of staying out of news this year breaking habit of yearly mass layoffs.

I understand that we have to go through a RIF with Engineering and Products.

However, why do we have so many people in HR and Finance? Not to mention the recruitment department where we currently have no hiring to do, yet there are around 50 people in that team. We also have over 90 people in L&D and 100 in marketing, yet we have had to cut roles in Engineering.

Many tech companies cutting the size of their HR departments - even Uber has done so recently. META and Salesforce too.

This feels like a very targeted and poorly thought through process. Arguably, AI is capable of replacing far more roles in these functions than it is in Engineering and Products.

They’re pulling folks straight out of sales teams in India and dropping them into maintenance and engineering gigs on site?
Latest one: Girl with 7 years in BTC sales just landed an electrical engineer role in BMT. And the announcements are full of these examples.
I’m genuinely disgusted and disappointed. When did “fit the role” stop mattering for jobs that keep operations safe and running?

This is pure abuse of L1/L2 visa. Someone should report this

Packages coming. 2months max severance. Goal is 90% of engineering at LCC's by 2029