#generativeai

But the whole industry is turning upside down due to tech and ai and some new sofware, so less work is required. It's not good that we are losing good jobs because of tech and this affects all companies in this space regardless of size and location, not only Higginbotham.

Goldman Sachs has informed employees of potential job cuts and a hiring slowdown through the end of the year, according to an internal memo seen by Reuters, as the Wall Street giant aims to use artificial intelligence to enhance productivity.

Calling the initiative "OneGS 3.0", the memo said some of the priorities for its AI initiative are sales and client on-boarding process, as well as other critical areas such as lending processes, regulatory reporting, and vendor management.

https://money.usnews.com/investing/news/articles/2025-10-14/goldman-sachs-eyes-job-cuts-and-hiring-slowdown-amid-ai-push-memo-shows

What do you think what will happen with AI? Are tens of billions of dollars (we invested in it) ever going to produce any value for us? What about all other AI related companies and products? Do you see this as some kind of a Scam?

And we all know what this means at BNY

https://nypost.com/2025/10/14/business/goldman-sachs-warns-of-looming-layoffs-as-ai-reshapes-operations/

Presentation by MS backed by LE.
Supported by JL and TKA
SM is no longer in picture in recent discussions.
Any gossips or anything cooking ?

On reddit one user asked if they had implemented an AI Agent in production in a Fusion application and in comments the responses are that this is still in a testing phase on a customer site when they submit SRs and „it’s anything but a success”, they don’t have AI yet and enterprise AI is over promise. If these comments reflect the real state, it’s really hard to understand how can they do the employees huge layoffs at this phase?

Fortune
‘Our chapters will work for any enterprise’: Honeywell’s AI chiefs share the strategies that helped the firm mature its AI efforts

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, told Fortune. · Fortune · Illustration by Simon Landrein
Sage Lazzaro
Tue, October 7, 2025 at 4:45 AM EDT 5 min read

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At technology and manufacturing company Honeywell, generative AI is everywhere.

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, who oversees AI integration internally within the organization, told Fortune. “And the other thing I’m super proud of is that we have it available to all 100,000 employees,”

The company built its own “Honeywell GPT,” which helps employees draft and edit emails, summarize technical documents, translate content, and brainstorm ideas. Employees also use Red, a virtual assistant that serves as a central resource for accessing company information around IT, finance, HR, and the firm’s policy library. Engineers are coding with AI, and the company is reimagining its varied products and services with new generative AI–powered offerings. Overall, the company has 24 generative AI initiatives in production and 12 more on the way, compared with 16 a year ago.

As companies across different business sectors incorporate AI into their operations, an emerging set of best practices reveals a variety of approaches, from decentralized, experimentation-driven cultures to tightly choreographed strategies that can scale across an organization. Honeywell, which ranked at No. 17 in the Fortune AIQ 50 list of Fortune 500 companies with the most “mature” AI capabilities, is a case study in how to excel by taking the latter approach.

Jordan and CTO Suresh Venkatarayalu, who oversees AI product efforts, believe the company’s success in maturing its AI capabilities directly stems from its “six-chapter AI framework.” Along with the organization’s top-down approach to AI, adhering to the framework has allowed them to focus on efforts with immediate impact in order to kick off the flywheel effect.

“What are the use cases? And can I measure and track them?” said Venkatarayalu, describing how the company zeroes in on impact. “In fact, tomorrow we have a meeting with Sheila and the CFO looking at the 2026 road map and to ask me the real question: ‘Could we track it to the P&L?’ And we should track it to the P&L. That’s the way it’s set up.”

The six-point strategy

In the fast-moving world of AI, it can be difficult to prioritize, stay on track, and resist trying to do everything at once. That’s why Honeywell’s leadership created a six-chapter framework in early 2024 to guide the organization’s AI efforts and keep it focused strictly on use cases it believes will truly move the needle.

“We could get distracted by the long, long, long tail and all the noise and all the things people might want to do, but we have a whole program to prioritize those things that are going to move the needle in business value, both on productivity and growth and innovation,” said Jordan, adding that the organization “would have been confused and lost” without the framework and clarity from her and Venkatarayalu about which generative AI capabilities were fit for implementation.

The first chapter of the framework is about the tools—such as Red and Honeywell GPT—designed to assist employees in their everyday workflows. Then there’s chapter two, focused on the use of generative AI for engineering. Chapter three is how the firm “thinks about cognitive automation,” Jordan said, specifically how it’s using different LLMs (large language models) from Azure, Google, AWS, and others for specific use cases. Next, chapter four is all about generative AI in the commercial applications they purchase and use, like Salesforce and other platforms. Chapter five centers on the company’s own products and services. And lastly, chapter six focuses on sales effectiveness.

“I think our chapters will work for any enterprise,” said Venkatarayalu. “It’s productivity, it’s growth, and it’s margins.”

Chasing the flywheel effect

Jordan said the fact that the technology can be applied to so many use cases is one of the biggest challenges to overcome, so it helps to start with ones that have the biggest immediate impact. That way, those early successes can drive the effort forward.

For example, she said early work with GitHub and Copilot were the “first movers” and delivered the value they thought it would, which started the AI efforts off on a strong note.

“If it works, the flywheel takes off. If it doesn’t work, it dies its death, right? So I wanted the flywheel effect where we could do something and show the organization the value of gen AI,” she said.

This means going in with a business case and value proposition in mind, but being open to value coming through in a different way than assumed, she said.

“We could say [the value] was going to be productivity, but in reality, it was a sales effectiveness play. We got a higher conversion from something. So I would just say to stay super open to the business benefits, because they can morph based upon your customer and partner interactions,” Jordan added.

The top-down approach

Another key element to keeping the organization on target and adhering to its AI framework is its top-down approach.

The company has 65 business units, and Venkatarayalu pointed to how other companies start with a lot of proof of concepts, letting business units pursue their own strategies and democratizing the AI efforts. But not Honeywell, which he said is “predominantly top-down-driven” when it comes to AI.

“I think this company looks at use cases first, value second,” he said. “And once we believe—along with our CEO and chairman and the business unit leaders—[that a use case will deliver value], we drive that. I think that’s a very different [mindset] than many of my peers.”

This story was originally featured on Fortune.com

Massive layoffs and the utter mess are unfolding. It's a proverbial sh-tshow.

Paycom has laid off more than 500 employees in Oklahoma City as part of a restructuring effort driven by automation and artificial intelligence. The cuts affect non-client-facing, back-office roles, while client-facing jobs remain unaffected.

The company said the move is due to efficiencies created by AI-driven technologies. A WARN notice was filed, and employees were notified on Wednesday morning.

Paycom is offering severance packages, outplacement services, and access to internal job opportunities. Despite the layoffs, the company says it will continue hiring for open positions in client-facing areas and remains financially strong.

https://www.news9.com/story/68dd487999d76e9f790c57d1/paycom-layoff-500-okc-employees

No can keepup/stay ahead of AI - trick is to quit the tech job track en masse - who will they sell to in job loss growth scenarios.
The moment you do something AI could not do till that point of time, your employer's AI learns it as you do and you dont get next chance to do and become dispensible , AI does it for your employer next time. So skills will have extremely short market demand.

What is next ?
How to combine your s-xual life with AI ?
Cooking with AI ?

The obedience and mindless attempts to align themselves with the latest buzzwords, "putting some Windex" in just anything that comes their way is amazing and it requires some "creativity" that deservers a better target.

OMG what a joke we are becoming

Here are topics that would be much better:
How to cope with id--ts at work?
How to deal with incompetent managers ?
How to preserve your mental health while going through endless LRs rounds?

This pattern (deal-oriented CEO + deep RIFs + company-wide voluntary buyout) is the classic pre-transaction playbook to “dress the bride”:

Stabilize cash & boost EBITDA: cut headcount/opex so the business looks cleaner to buyers.

Simplify the story: trim products/regions so what’s left is easier to value and integrate.

Create options: VSPs + targeted RIFs let leadership reshape quickly for a sale/merger or targeted asset divestitures.

That does not automatically equal “shutting down.” In practice, this pattern most often ends in one of these outcomes:

Sale or merger of the whole company (most common in this setup)

Selective asset sales with a smaller company continuing

Debt/ownership recap (less visible publicly, but still an “exit” from the status quo)

Orderly wind-down/liquidation (least common—usually only if sale options fail)

If I had to assign rough, generic odds given only those signals:

Sale/Merger: 50–60%

Smaller, ongoing company after divestitures: 25–35%

Court-supervised redo or liquidation: 10–15% total (liquidation alone usually the lowest slice)

Tell-tale signs that push it toward liquidation (vs. sale)

Missed payroll or vendor holds, acute liquidity crises

Auditors’ going-concern warnings, covenant breaches without waivers

Abrupt cessation of customer renewals/support

What this means for you (practically)

Assume exit of some kind is coming; plan for continuity under a new owner or platform.

Lock down backups, licenses, configs, and carrier details; verify support coverage.

Prepare a phased migration option so you’re not negotiating under pressure if the transaction accelerates.

So, yes: this playbook is overwhelmingly used when a company is moving toward an exit—usually a sale/merger or carve-out—not just “business as usual.”

Accenture CEO Julie Sweet told analysts that the company is “exiting people on a compressed timeline where reskilling is not a viable path for the skills we need.” She further added that the company will quickly align its workforce with client demand for AI-driven solutions. This means that Accenture may will have let go off some more employees who cannot be retained at that time. https://timesofindia.indiatimes.com/technology/tech-news/accenture-fired-11000-employees-ceo-julie-sweet-warns-exit-or-/amp_articleshow/124160673.cms

If AI cannot replace FLMs and even SLMs then how is it used to detect early cancer ?

https://thefinancestory.com/oracle-fires-3000-employees-after-144bn-cloud-revenue-projection

And then this is saying that for example in Zurich it was mostly managers https://www.linkedin.com/posts/robin-wiethuchter_oracle-fired-most-of-its-managers-and-some-activity-7376369071761752064-npyv

Not sure about other teams but we were recently presented some Digital Delivery s..it that required us to update our own task lists and workload At the same time we were all asked to fill up a skills matrix that AI will use to automatically find people that could work on projects. In his naivity our managers told us that this will, in a first stage go through manual approval. What he missed was that it will require probably 10% of the current number of managers for the same job. This will also curb nepotism, we have people in our team who are favored by managers, they clearly get work above their skills to help them progress and then othe rear licking employees are asked to watch o er and to save their managers' protégé when they can't handle the work assigned to them.

with the hype of ai/ml, do you think they will reduce headcount there (both in Ansys and synopsys) or they will layoff revenue making R&D teams at the cost of promise of big returns from their ai/ml offerings in the future?

Check out this article where CFO said Illumina India will hire Bioinformatics and AI jobs in India!
https://www-moneycontrol-com.cdn.ampproject.org/c/s/www.moneycontrol.com/news/india/genomics-major-llumina-bets-on-india-to-power-affordable-innovation-amid-global-headwinds-13542445.html/amp

https://www.businessinsider.com/sap-cfo-ai-make-more-software-fewer-people-2025-9

https://futurism.com/microsoft-ceo-concerned-ai-destroy-company

I’m at OMNISSA one and the feedback has been terrible. First hand feedback customers have said it’s not worth the trip. Nothing new, and the AI strategy is trash. A couple customers that have met Kevin norlin asked how he had a job. It’s embarrassing to be here representing this company.

So far, Intel has not implemented any AI system that can reduce HC. Is LBT going to lead the company in that direction ?

Cisco ELT is essentially forcing you to document your workflows, your decision-making processes and your institutional knowledge into their internal AI systems.

But Why?

They will eventually replicate your work. Every query, every correction, every refined prompt is training data that makes the AI more capable of doing your job. The strategic goal is what economists call "capital labor substitution" which is a gradual replacement of expensive human labor with cheaper AI capabilities while keeping output the same. By mandating internal AI use, Cisco ELT extracts maximum value from you now while capturing your expertise and figuring out which roles can be automated or eliminated. forcing you is necessary because voluntary adoption has been too slow. Cisco needs comprehensive data on how your work actually gets done and you need to train the AI systems.

When Cisco mandates internal AI use, they're forcing you to externalize your expertise and decision-making processes into their corporate-controlled system.
This creates a systematic deskilling effect that also causes you to gradually lose the deep domain knowledge you have. (your brain literally atrophies). You are becoming dependent on AI prompts rather than developing independent problem-solving abilities.

It doesn't matter to them because your tacit knowledge and institutional wisdom is getting captured by the AI system. The end result is a commoditized workforce where new hires need minimal training (the AI contains all the institutional knowledge) and minimal pay (race to the bottom). You can't take critical expertise with you.

Finally, the remaining workers (their friends and family) can easily manage the "you" trained AI

When you get the pink slip, you lose access to the corporate AI systems and your collective knowledge remains permanently owned by the company.

COP AI looks at your writing style in these posts and compared it to your historical company email writing styles. Yes, you will be fired based on your negative views toward the company and leadership.

FLD - listen up....AI is failing big time....

https://futurism.com/ceos-ai-disaster

The recent F5 RIF was needed to pay for these acquisitions this year

F5 Networks has made several acquisitions in 2025 to expand its cybersecurity and AI capabilities. The recent constantly changing strategy has focused on integrating AI-native security and cloud-native observability into its Application Delivery and Security Platform (ADSP).

CalypsoAI: Acquired in September 2025 for $180 million, this Dublin-based firm adds real-time threat defense and AI guardrails for securing generative and agentic AI applications.

MantisNet: Acquired in August 2025, MantisNet specializes in real-time network observability using eBPF technology to provide visibility into encrypted traffic in cloud-native environments.

Fletch: This San Francisco-based cybersecurity startup, acquired in June 2025, uses agentic AI to analyze threat intelligence for prioritizing and remediating security threats.

LeakSignal: Acquired in March 2025, LeakSignal focuses on real-time data protection for AI applications.

F5 doesn't have the talent nor brains to do any of these things by itself. All must be bought.

And we'll pay the price. What happened last week will look small compared to what’s coming, because everyone keeps throwing all their eggs into a basket that has yet to show any real results. There’s only so long you can get by on buzzwords and promises without anything to actually back it up.

WHY PAST TRENDS POINT TO ACCENTURE LAYOFFS IN 2025

SEPTEMBER 05, 2025

Speculation around Accenture layoffs in 2025 is rising, as CEO statements, financial reports, and past workforce reductions point toward potential job cuts. Industry analysts warn layoffs at Accenture could mirror the consulting giant’s 2023 cuts, with AI adoption and efficiency drives driving massive workforce changes.

As the tech industry grapples with persistent economic headwinds, speculation is mounting over possible layoffs at Accenture. Rumors of Accenture layoffs are slowly gaining traction, particularly in light of recent statements made by its CEO Julie Sweet. Experts have raised questions about whether the consulting giant could once again trim its ranks.

A SORDID HISTORY OF LAYOFFS AT ACCENTURE

Accenture, which employs more than 770,000 people worldwide, has never been immune to the global volatility. In March 2023, Accenture layoffs led to 19,000 job cuts. It amounts to roughly 2.5% of its global workforce. The move was meant to drive cost-saving as well as reduce office space.

At the time, Julie Sweet described Accenture layoffs as an “offensive” strategy to strengthen the company’s resilience despite strong bookings and healthy utilization rates. The job cuts at Accenture were also linked to wage inflation, economic uncertainty and a massive shift towards larger-scale transformation projects.

CEO JULIE SWEET SIGNALS ‘REWIRING’

Earlier this month, Sweet unveiled what she called a reversal of “five decades of how we’re working,” shifting siloed business units into a more integrated models designed for AI-driven client services. In a video message to staff, she agreed the restructure has “inevitably uncovered efficiencies and duplications”. This phrasing suggests that layoffs at Accenture are underway.

Although Sweet has avoided explicitly framing the shake-up as a cost-cutting measure, her comments echo those made ahead of the 2023 layoffs at Accenture. In the past, she cited “structural issues” as a justification for job cuts. Industry experts note that her repeated emphasis on “rewiring” Accenture to seize AI opportunities carries clear implications for the company’s workforce.

A STEADY HEADCOUNT DECLINE
Accenture reported $64.9 billion in revenue for fiscal 2024. What lies behind this figure is signs of strain. Workforce intelligence trackers suggest headcount at has fallen by nearly 14,000 over the past year, with consulting reducing in 10 of the last 11 months. Analysts describe this as a form of “stealth layoffs” that avoid large-scale announcements.

The appointment of a new CHRO at Accenture has further fueled speculation. In large companies, HR leadership changes often precede restructures and layoffs. Furthermore, industry chatter places Accenture alongside peers such as AWS and Microsoft, where AI adoption is linked to layoffs.

For now, Accenture has not confirmed any layoffs in 2025. But as the company prepares to report Q4 results later this year, employees and investors will be watching closely for signs of layoffs. If past patterns hold, a formal announcement of layoffs at Accenture could follow soon.

What’s your take on Julie Sweet’s bold moves at Accenture? Will layoffs and a culture shake-up spark a turnaround, or is it a gamble too far? Drop your thoughts in the comments below and subscribe to HR Digest for the latest on leadership shifts, workforce trends, and how they’re reshaping the C-suite. Don’t miss our next deep dive, sign up now!

https://www.thehrdigest.com/why-past-trends-point-to-accenture-layoffs-in-2025/

Optum tech here. The amount of AI cr-p being posted in chats or through email by managers is ridiculous. Be a leader not a product of a computer because you are graded on using it. My message to tech execs. You will always be a great asset and daily worker using AI daily but you will innovate and lead by not using AI. Feels just like the cloud last year which wasted everyone’s time.

Does leadership have an AI backup plan? So many companies are realizing AI isn’t going to save them any money. It’s producing too low quality of code and is costing too much in compute. The biggest misconception for people is that AI is already an AGI. These models are LLMs and only know what patterns they’re trained to understand. They just don’t get a deep understanding of enterprise code.

AI is still awesome to have in the workplace. Its understanding of documents and Eliza features like proof of concept apps are cool. But let’s be realistic, it’s not replacing anyone. If it has, BNY might regret it later.

Does leadership see this at all? Or will they die on the AI hill since our senior leadership team and CEO talk about AI so publicly? I think they need to loosen their expectations.

Flashback... apologies if you already saw it and for posting something a bit old(ish), but I just remembered this one...

(FORTUNE MAGAZINE)

https://www.instagram.com/reel/CyEBnomL1RP/

IBM’s CEO thinks AI can do his job. Well, some of it.

“There are elements of repetitive, white-collar work in my job that AI could do,” Arvind Krishna told Fortune at the #CEOinitiative conference this week.

“But decision-making, creativity, collaboration with people, empathy—those are not things AI can do,” he said.

Krishna maintained that AI will create far more jobs that it will eliminate. “10-20% of job displacement may occur, but probably 30% new jobs will be created,” he said. AI is a “wonderful technology,” Krishna concludes.