#failure

Who, or what, is behind the long string of failures in ISG? Jeff B? Travis? Arthur? Who/what else?

Never have we seen such a continuous pattern of sustained failure without a change in behavior or accountability.

BAIN should be looking at common threads in each of these and clean house.

x400 - Failure
ScaleIO - Failure
XC4000 - Failure
DM5500 - Failure
Santorini - Failure
Hydra - Failure
VxRail - Failure
PPDM - Failure
Cyber Recovery - Failure
Apex - Failure
CloudIQ - Failure
EMC Storage Strategy - Failure

Recent acquisitions over last 5 years that haven’t worked out and why?

Go

Verizon employees are on the ropes. How many more body blows can they take before they get knocked out for good. The company is an utter mess at the moment. Employees are shell shocked and trying to keep their heads down whilst wondering if it’ll be them that are laid off next. Running a company based on fear and uncertainty only results in one thing : failure

This was posted on another site. It makes perfect sense:
One employee resigns.
Another struggles to meet expectations.
It's easy to conclude:
"We need to find someone better."
Sometimes that's true.
But I've learned to ask a different question first:
If I hired the perfect person tomorrow, would they succeed in the environment we've created?
If the answer is "I'm not sure," the next hire may face the same challenges.
Before replacing people, it's worth examining:
The systems
The training
The communication
The expectations
The leadership support
Great organizations don't just hire great people.
They create environments where great people can succeed.
What do you think—have you ever seen a great employee struggle because the system around them wasn't setting them up for success?

How is the HomeCare+ program been going at your store? Success? Failure?

When a company keeps cutting people instead of fixing problems, it's a crystal clear sign they're failing. That's where this place is headed.

Read the GAO Report on Accenture's botched takeover of the Thrift Savings Plan (TSP). GAO-24-106319. Everything in it is a page right out of the transition to FIS. Except then, we had iron clad procedures in place & they were all working before the transfer. Now, everything is on the fly, process hadn't been updated for years, and 9 month transition is a MASS-IVe failure in the making.

**'But AFS (Accenture) Federal Services completely botched the migration of TSP’s services due to an array of technological and staffing shortfalls that have virtually brought the services offered by TSP to participants to a screeching halt.

1. Despite AFS’ promise to “improve the customer experience,” AFS Managing
   Director Owen Davies admitted that AFS “made that process really cumbersome, it was very hard for a vast number of users,” and that “[w]e made it overly complex.”**

how is the Genesys cut over for your teams? nothing seems to be working, communication is extremely lacking.. another great success for outsourced IT teams...

what a cluster

So in Private Wealth, you can hemorrhage assets, loose your top producers and get promoted to Chief Investment Officer. Talk about failing upward. Only at US Bank.

Rearranging the deck chairs on the Titanic.
The failures losing $billions haven’t been fired.
Including Bill.

UK payroll messed up. I knew things were bad but not this bad. We might get paid the day after tomorrow or whenever. Will heads roll in HR for such a massive error? In any sane company yes.

And now after many failed attempts to do an upgrade that’s been in works for months and months, they are entering a hard freeze since it failed, yet again. SMH.

Congratulations Akron management. Your marketing, sales and operations have caused Fayetteville to announce its closing. Well done. What a ridiculous campaign “Fast is in Us”. Fast as into insolvency? Selling of the name? If you are Akron. Shame. You saw the data before all of us. You saw the trend. And you said “we are on track. It’s getting better.”

Instead you developed tires no one wanted. No one needed. If you were here 40 years or 4 months you are the problem.

Great ones went down today. The good Directors and Senior Directors of teams departed likely because the SD or VP above them usually felt threatened. This is why Nike is failing. Best to them. They made us better. I hope they take us with them wherever they go!

DW is laser focused on running the org to failure. So rather than fight him, let’s help him. Next time you see poor quality work or a way to help… don’t do it. Even though you may think you’re the better person… don’t do it. Nothing will change until a true failure. So while contrary, push the activity along to failure. There is no longer honor in preserving this legacy… if DW doesn’t see the risk of becoming a takeover when everything fails (see Macondo) then it’s not our job to convince him.
And if you think that you are saving your pension or any other financial security, don’t worry, there are already plans to ki-l those. At this point, we have nothing to lose.

I went to check out the site few times and I cannot stop seeing that all Nike
is trying to lead you to item that they have. Not what I am looking for.
If I am looking for specific Nike then one would have better luck in amazon.

Nike is failing in their own website. There is more Nike in amazon then Nike.com

Teams have been gutted, some repeatedly, by layoffs and reorgs that solve nothing. Yes, talent is expensive. But when you're too lazy to cut strategically and just go for the simplest savings, you shed the people you actually need. Meanwhile, the endless turmoil ki-ls morale, ki-ls commitment, and ki-ls any chance of long-term planning. Chaos like that always turns out to be far more expensive in the end.

SB being axed by the board was the final nail in the reinvention coffin. None of its architects or proponents are left in Xerox (JB,MG,SB, DMP). All gone. The street, analysts, investors, rating agencies and financial institutions have all voted with their feet. The board has finally done their job, but it’s 3 years too late. SB in his 4 years in charge missed every outlook or expectation he set. If he was a sales person or sales manager he would have been in a performance improvement plan after 2 quarters. Instead he continued to have the support of the board as the company kept draining its cash, reserves and future to keep returning funds to shareholders even when all the key metrics and results where going horribly wrong and missing plans and expectations every quarter. Now we have an untried, untested CEO who has never led a sales organisation but primary experience is legal and claim to fame is the proxy fight that stopped the Fuji merger that the board are now desperately trying to make. To put that into perspective when Fuji offered to buy Xerox they offered 40 dollars a share compared to the $1.26 a share now, let that sink in, and LP has been part of that from the beginning. The fact a legal guy is in charge should indicate to all the people still in the cult what the next steps are!!!!! We are in the endgame and none of those outcomes reinvent Xerox they consign it to the history books of what was once a trailblazer

Look it up. What a mess. People who attended compared this to Fyre Fest and the Wi--y Wonka disaster. Good luck to the person who approved and organized it.

Share stories of your experience with the FSC rollout disaster. After being told by the Wells Fargo lady and her phone call pep rallies being called Eeyores and Ford Pinto’s in how great this FSC rollout will be, it has been a complete disaster it has been. She should be fired along with the team in charge of the rollout.

The reasoning behind Accelera pulling out of the industry was - per management the absence of a market.
Strange, regularly you can read about new project starting up and equipment being ordered. 300 MW order placed today for a plant in Spain. Accelera backyard!

Truth is that Accelera pulls out after repeated mismanagement and huge unreliability of the stacks.
Competition takes their time to develop a working product, Accelera chased the 1 and 2 GW projects while they could not deliver a H500 on time, let alone it worked.
Delusional!

People are walking on eggshells over very stupid things. Most of it is very questionable union has been contacted. Anything to do with merger?

There were so many ways to do this so much better. Instead, we got this mess. No wonder we're not doing better.

Sure would like to know why xerox spent millions to buy GIS(a growing/profitable Co.) Only to gut it and turn it into an expense .

Seems like a total waste/bad business decision...
No wonder stock is hovering $1.70

Lexmark next?

https://cdn.f5.com/product/bugtracker/ID2137653.html

2,137,365 reported bugs/flaws/errors/failures with F5 products. The Execs have to be proud of the milestone when they went over the 2 million mark. Bugs fixed - just a fraction.

Can anyone name an enterprise software solution Dell has developed organically, or acquired, in which they didn't miss the mark by a mile or drive an acquired solution into the ground?

x400 - failure
DM5500 - failure
Santorini - failure
Hydra - eminent failure
Cyber Recovery - failure
PPDM - failure
VxRail / VCS - failure
Apex - failure
VMware - failure
Quest - failure
SonicWall - failure
Appassure - failure
Boomi - failure
Perot Systems - failure
EMC - ki-led it
Networking - failure
Viper - failure
The list goes on and on...

Dell engineering does not know anything about enterprise software development, at all! They have proven that over and over and over again. Yet, ironically, Dell spends millions upon millions of dollars each year pretending like they do while incompetent engineering and product leadership are never held accountable for their failures. Competitors laugh at us and customers won't touch our software stack. The track record doesn't lie. All Dell knows is low-margin hardware, that's it! Meanwhile, sales has to sell their sh-t!

Verizon Global Services leadership turnover continues. This poorly formed and mismanaged organization has been a complete disaster since it started in 2022. The legacy is mostly layoffs, offshoring, chaos and ultimately destroyed lives and careers at all levels. Outside of M&A disasters, VGS must be top of the Verizon list for utter failure. Go beyond!

Warrior mentality.

Success - you get paid bank
Failure - set of steak knives
Repeat failure - adios

IYKYK

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 !

With year after of failure to grow they should be pipped. Unfortunately HR and the Renumeration Committee are all in the deal to look after each other. Raul is doing 3 other jobs and the other Execs are Flying around globe with no intention of any growth. How is this possible?

I just want to do my job. Is that really that much to ask for? No wonder the company is failing so spectacularly when everything but the work is a priority.

I see that ex boss of platform X is still in the company after catastrophic failure of her product. At the same time, 200 of hard working people from PX build team were fired. The captain should go down with the ship, but this rat escaped first and now attending conferences across the globe to sell thin air.

That's why everything we do fails spectacularly. It's that simple.

Shouldn't their super sophisticated automated tests have caught this? I guess they're too busy playing politics to preserve their easy jobs of maintenance and support. There's a lot of money behind this failure.

"Imagine producing an engine so poor that it's led to over 600,000 vehicles being recalled and has been responsible for a dozen crashes and injuries, and you'll be in GM's shoes."

Read More: https://www.slashgear.com/2053136/gm-v8-engine-recall-combined-class-action-lawsuit/

Big internal programs like this almost always arrive wrapped in promise and land in phases, pilots, exceptions, “next wave.” Especially at Dell Technologies scale. Even when the intent is real, gravity is real too.

What tends to happen in practice:

Year 1: decks, roadmaps, leadership optimism

Year 2: partial tools, parallel systems, extra clicks

Year 3: the thing quietly becomes “how we’ve always done it,” just renamed

Goldman Sachs found that layoffs now lead to stock price losses. Will the board learn from this?

https://fortune.com/2025/12/25/goldman-sachs-research-ceos-layoffs-stock-price/

And please, dear trolls: stay away.

With the "ghost" BH team in AZ and lawsuits alone with major risk in BH across the board are we losing contracts and RIFs planned?

We are told at least 2x a week how BH is failing ..

I have said it before and I will say it again, anything that Sprint touches fails in the end. Look out T-Mobile legacy employees... I give you 5 more years before Sprint pulls T-Mobile USA into bankruptcy. Sprint and everything Sprint was and is cancer. Good luck with it all, you will need it!