#integration

A new RIF appears to be in the works. VPs and above are holding all-hands meetings with Samantha at The Ridge in mid-July. With the ongoing Frontier integration, major reorganizations are expected, along with anticipated RIF activity beginning in Q4. This is expected to be a significant shake-up affecting employees across all bands.

Blue Cross Blue Shield of North Dakota is laying off 45 employees. The layoffs stem from an integration with Cambia Health Solutions. The company currently employs about 900 people in the state. Some affected employees will transition into new roles. This restructuring aims to better serve community members.

Bismarck, ND

https://www.dakotanewsnetwork.com/2026/05/27/blue-cross-blue-shield-announces-layoffs/

Belden is acquiring Ruckus from Vistance for about $1.85B. Expected to close in the second half of 2026, pending regulatory approval.

Between now and close, they will keep operating as separate companies — that’s a legal requirement, not a formality. No joint planning, pricing, or customer data sharing with Belden. Integration planning happens, but only through controlled “clean teams.” If they have people they can’t afford to lose, they will flag them now. Retention conversations are starting.

Most people won’t feel much change at first. The Ruckus brand stays. Product roadmaps, customer contracts, and sales teams keep moving. Customers and partners shouldn’t see disruption.
What’s happening as this is being written: the consolidation has started. A few functions will move over to Belden — HR, Finance, Legal, Tax, Treasury, Audit, Procurement, Corporate Comms, IR, and eventually IT. Real estate gets looked at wherever there’s overlap.

This may change, but what stays at Ruckus, at least for now: engineering, product management, sales, channel ops and partner programs, customer support, and the go-to-market teams. These are the reasons Belden bought Ruckus, and disrupting them would undercut the whole deal.

Now, the bridge period: Vistance will keep providing back-office services through a Transition Services Agreement for a while. IT separation alone usually takes 12–18 months, and in my experience it always costs more and takes longer than the first plan suggests.

1 to 1.5 year outlook: expect channel programs, partner tiers, and sales comp to get harmonized. Product lines that overlap with Belden’s will get rationalized.
Please ask any questions.

Gilead Sciences is laying off 108 employees from Arcellx's Redwood City site. This action follows Gilead's recent $7.8 billion acquisition of CAR-T biotech Arcellx. The job cuts are part of the integration process after the buyout closed. Affected employees have been notified of the decision. The layoffs are scheduled to begin at the end of June.

Redwood City, CA

https://www.fiercebiotech.com/biotech/after-arcellx-buyout-close-gilead-trims-108-jobs-car-t-biotechs-redwood-city-outpost

Too bad they dont have CS on the board of Microsoft so we can all get the Microsoft 365 reminder to "integrate copilot into your workday to prevent yourself from falling below 3 days a week!"

RTO has become AITO

Your notices go out May 1!

Mandatory voluntary compliance for AI user metrics...Now someone tell me AI is not a bubble

FIS Sale with help from KPMG
https://www.linkedin.com/jobs/view/4397200392/
KPMG is currently seeking a Director, Banking and Payments IT M&A – Due Diligence, Integration and Separation – Strategy to join our KPMG Strategy practice.
Responsibilities:
Lead and oversee comprehensive Buy-Side and Sell-Sideassessments across critical IT domains for potential client acquisitions, witha focus on banking / payments platforms and ecosystems; identify key IT risks,opportunities, and investments needed, and deliver executive-level duediligence reports with strategic recommendations
Direct IT integration andseparation initiatives from planning through execution for banking andpayments-related transactions, including retail and commercial banking,merchant acquiring, issuing, processing, and digital payments capabilities;oversee development of IT current state assessments, entanglementidentification, operating model definitions, synergies, and Day one andpost-close plans. Platforms include Fiserv, FIS, Thought Machine and understanding of the data landscape in banking (e.g., Customer360, familiarity with key data platforms such as Snowflake, Databricks etc.)
Develop and executego-to-market strategies for Technology Mergers and Acquisitions offerings focused on payments,fintech enablement, platform modernization, and ecosystem integration; providethought leadership on banking and payments technology architectures, includingcard networks, core banking platforms, fraud platforms, and modern cloud-nativebanking /payment stacks
Establish and manage program governance frameworks,ensuring rigorous oversight of execution across complex, multi-vendor paymentsenvironments; lead development of governance work products including statusreporting, risk management, and issue tracking; implement AI-powered tools forpredictive analytics on project timelines and risks and collaborate with seniorcross-functional teams to identify technology dependencies, risks, andopportunities across payments operations, product, risk, and compliancefunctions
Lead strategic discussions andpresentations with executive IT and business stakeholders, including CIOs,CTOs, and payments product leaders
Manage efforts to mentor and develop junior staff, fosteringdeep payments technology expertise, delivery excellence across the team, anda culture of innovation with a focus on leveraging AI and other emergingtechnologies
Act with integrity, professionalism, and personal responsibility to uphold KPMG's respectful and courteous work environment
Qualifications:
Minimum eight years of recent experience in technology/businessconsulting and/or technology leadership, with a proven track record of leadingIT transformations and advising on complex Mergers and Acquisitions transactions
Master's of Business Administration degree from an accredited college or university is preferred; Minimum of a Bachelor's degree in Information Systems, Computer Science, Finance, or a related field is required
Demonstrated success in leading high-impact IT-focused Mergers and Acquisitions projects with expertise in at least three of the following: systemintegration/separation, platform migration, IT architecture modernization,outsourcing of IT operations, or regulatory technology implementation; advancedprogram management skills, with the capacity to oversee large, complex projectsand deliver strategic insights to executive audiences; familiaritywith leveraging AI-powered platforms for due diligence, synergy analysis, andintegration/separation planning is a significant plus
Proven track record leading complex technology Mergers and Acquisitions engagements (pre- and post-deal) within the Financial Services industry,covering banking / payments sectors; in-depth knowledge of the technology andregulatory landscape specific to Financial Services, including experience withcore banking/payments platforms and the IT implications of regulatory rules and changes
Comprehensive understanding of IT best practices andenterprise IT ecosystems, including major ERP and business applicationplatforms, IT solutions, systems, infrastructure, and cybersecurity
Strong strategic thinking and leadershipabilities with experience developing and executing IT strategies that alignwith business objectives; experience developing and executing go-to-marketstrategies incorporate AI-driven solutions and driving business growth in theM&A space, including client relationship management and engagement inbusiness development activities; proven ability to lead and mentorcross-functional teams

One Call has completed its acquisition of Data Dimensions. This acquisition aims to replace fragmented processes. It will create a unified system. The system connects data, workflows, and payments. This applies across the workers' compensation health care industry.

https://www.bizjournals.com/jacksonville/news/2026/04/15/one-call-completes-acquisition.html

What is happening with SAP Concur? Seems ripe for a full transformation or integration into SAP. After 12 years the company doesn’t “fit” at SAP? Layoffs? Hiring freeze? New Germans? Spin off?

Retired old man here. Question= 5 years ( or so) after the integration of esurance into Allstate, can we all agree that their talent pool was like the “kiddie pool” at a local swim club? No depth, no substance and all “look at me” show, with zero value added. Is gramps off base?

There will ALWAYS be layoffs. It is the Verizon way. It's also the Verizon way to pretend they don't happen, and do them under the table. The big one on 11/20 was too big to ignore, and got national media coverage. But going forward, I suspect the layoffs will be more "traditional", where specific groups or programs are targeted to be shutdown, as opposed to another "20% across the board" type of action. The Frontier integration will no doubt result in "redundancies" being identified. Other areas that have been mentioned are parts of Enterprise, specifically overseas, so I'd expect some cuts there as well.

Bumping this up for visibility, from @ad+1kk9jn5e2

Lexmark was purchased by Xerox.
Yes Lexmark is owned by Xerox.
BUT... Lexmark the company has not yet been disolved.
SO.... Lexmark employees are still getting pay checks from the Company Lexmark.

But lets be honest.
Legacy Xerox no longer exists.
Legacy Lexmark no longer exists.
What exists is "New CO", but I only see Xerox people fighting against the future and instead holding on tight to the "Legacy".

So the bigger question is why do the "Legacy" Xerox employees feel a need to be mean, narcisitic a--holes to the "Legacy" Lexmark employees who are just trying to do our jobs as the "Business" / "NEW CO" has asked us to do?

Since you get offended anytime you feel like the "Legacy Xerox" way is being subligated or talked badly about or neglected... please tell us how you would like us to refer to the different technologies, proceadures, processes and servers so that there is no mistaking which component is being discussed?

Also Please let us know how we move forward as the "NEW CO" so that your feelings aren't hurt everytime a business decision has to be made for the betterment of the "NEW CO".

Would you like us to just start refering to "Legacy Xerox" people as "our supreme overlords" and "Legacy Lexmark" people as "Those that you saved"? Because thats how it feels.

Or here is an idea... how about you get rid of he idea that the Xerox you see today is the same Xerox that existed a year ago or 5 years ago etc.. etc..

Instead realize we are now a team and we have to make hard decisions and choose what's best for "New CO" which means cobeliing together pieces from both. Maybe that means chosing "Legacy Xerox" options or maybe it means chosing "Legacy Lexmark options.

You don't have to like it but fu--ing stop with the narcistic idea that you are somehow better than the people trying to work with you and patch the holes in the sinking ship.

What is the plan? Is NatGen integrating into Allstate programs? Are we going to be expected to learn theirs? What is their leadership like? It seems like a lot are being shoe horned into leadership levels at Allstate which is not great considering how NatGen does business in regard to their employees...What is going to happen between the two companies and more importantly what is the plan for adjusters and appraisers?

Just after 6 months and barely being integrated, still balancing 2 phones, 2 computers, 2 emails. Without TF really knowing who is who and what we do, the layoffs have stated. They said it is strategic, that this will make us stronger blah blah blah..

Lexmark officials confirmed a round of layoffs at the company. The company did not disclose the number of affected staff. Xerox purchased Lexmark in July 2025 and is integrating operations. The city of Lexington has not received a WARN notice. WARN notices are not required for layoffs involving fewer than 50 people.

https://www.kentucky.com/news/business/article314692817.html

Can't integrate out tools and acquisition but bring AI in to fix everything

… is Xerox the saviour you thought it would be ?

Or a real ‘frying pan into the fire’ journey for you all ?

Now that you have been acquired by Texas Instruments, allow me to foreshadow what’s in store based on how the Lehi acquisition went.

66% of you are getting laid off. No one is safe. Start looking NOW!

Your leadership will tell you how great TI is. How we do not do layoffs and have great profit sharing of 20%. This is a LIE. We have quarterly layoffs and profit sharing has been severely curtailed for 2026.

Older employees will be “managed out“ to avoid illegal age discrimination. Document everything! Save every email! Do not sign any forms without consulting a labor lawyer! HR IS YOUR ENEMY!

You will be encouraged to bust your butt during the transition. Don’t. You are probably going to lose your job. Spend that energy finding a new one.

Allegiance recently integrated with Cigna’s HR structure this year. Employees were notified the layoffs would not impact them but the company faces continued pressure on expenses this year. And they are working diligently to avoid workforce reductions. Most likely pressure coming from Cigna

Today I noticed my auto signature was deleted. Then I find out they changed the titles for everyone in our department.
This is exactly what they did after the WorldPay merger. 50% were let go less than a year later.

• Polygon has reportedly laid off nearly 30% of its workforce, based on insider information and emerging social media reports.
• The cuts follow Polygon’s pivot toward stablecoin payments and its $250 million acquisition of Coinme and Sequence.
• Polygon confirmed that the layoffs are part of post-acquisition integration, and overall headcount is expected to remain stable.

https://beincrypto.com/massive-polygon-layoffs-2026/

Strong rumors about massive reorganization in SBG. Several executives were axed. Consolidation of several BUs. More products will be integrated under Splunk.

Phillips 66 presents itself as an integrated downstream energy company—one designed to balance cycles, allocate capital across segments, and deliver more durable returns than simpler peers. On paper, that strategy is sensible. The challenge is that the benefits of integration remain difficult to see in either operating results or market valuation.

Under Mark Lashier, integration is frequently cited as a core advantage. But integration is not defined by asset mix or corporate structure. It is defined by whether complexity earns its keep.

So far, the evidence is mixed at best.

If integration were working as intended, it would show up in at least one of three ways:

1) Meaningfully lower earnings volatility than pure-play refiners

2) Superior capital efficiency driven by portfolio-level optimization

3) Consistently stronger shareholder returns than simpler competitors

Phillips 66 has not reliably delivered any of the three.

Refining continues to dominate quarterly performance and investor sentiment. Volatility in one segment regularly overwhelms stability elsewhere in the portfolio. The diversification benefit that is central to the integration story often feels theoretical rather than observable. When one business sets the tone for the entire enterprise, the portfolio is diversified in name only.

This is not an asset-quality issue. Phillips 66 owns strong positions across refining, midstream, and chemicals. Nor is it an employee issue—teams across the company execute in difficult, cyclical markets. The problem is structural: complexity has not translated into resilience or premium valuation.

Markets tend to be blunt about this. Companies that combine multiple businesses without producing clear cross-segment advantages are typically valued at a discount, not because investors misunderstand them, but because the burden of complexity outweighs the benefits. Phillips 66 continues to be priced like a company where scale and breadth dilute focus rather than amplify it.

Leadership compensation underscores this tension.

Lashier’s most recently disclosed compensation, at approximately $22.6 million, places him near the top of the energy peer group. That level of pay implicitly signals confidence that Phillips 66 is being run at a leadership premium—that integration is working, that capital is being optimally allocated, and that complexity is being actively converted into value.

Shareholder outcomes tell a more restrained story.

Over the past year, Phillips 66 delivered solid but not standout returns—better than the broader energy sector, but trailing several refining-focused peers operating with far simpler portfolios and fewer internal trade-offs. For a company that argues its structure creates advantage, delivering merely “good” performance relative to best-in-class peers raises an uncomfortable question: what is the complexity buying?

There is also a less quantifiable—but critical—dimension of integration: leadership proximity to execution.

Integration is not forged in earnings calls or strategy decks. It is built where trade-offs are resolved—between segments competing for capital, between systems that don’t fully align, and between teams asked to move in sync without shared incentives. Sustained senior leadership presence in those environments matters. When that presence is limited, integration remains conceptual rather than operational.

None of this diminishes the effort of employees. Phillips 66 has capable people doing hard work in volatile conditions. The gap lies between strategy and operating reality.

Until integration demonstrably reduces volatility, improves capital outcomes, or delivers consistently superior returns, it will remain a promise rather than a proven advantage—and markets will continue to treat it accordingly.

Seems like this is the worse kept secret. It's been a bumpy road to integrate Pioneer assets with still a lot to be done. Please hold off on purchasing Diamondback and give us one more year to catch up.

Looks like if Judge Casey Pitts grants the motion for Hold separate order on Monday, the sales day 1 program (go live scheduled for Jan 2) specifically the effort to combine both companies sales data into one tool would be immediately frozen. The companies would be legally prohibited from scrambling of the eggs. Merry Christmas.

Layoff notices are being issued to Cadence Bank staff. The job reductions stem from Huntington Bank's recent acquisition. Huntington Bank described the cuts as part of a merger integration. Huntington pledged to maintain operations in Tupelo, Mississippi. More job reductions are anticipated, though Huntington aims to restore positions by 2028.

https://www.djournal.com/news/business/cadence-bank-layoffs-begin-company-maintains-it-is-committed-to-tupelo/article_05b780fe-6373-4bb7-a31e-c9da3b8be5f3.html

You've all heard the old saying in the world of IT - "Go native or go home"? How does that apply to Follett Aspen?

Several posts have criticized SAS leadership for not embracing Open Source. Successful companies such as Confluent and DataBricks have used Open Source as their foundation, and added their value on top.

But if SAS had taken that approach, its foundation would no longer be SAS data management and analytics — the core of the company’s revenues.

SAS thus faces the Innovator’s Dilemma. It seems to me that SAS leadership is not against the idea of Open Source in principle, but simply sees no way to embrace it without losing revenue.

Is there a way? How would you integrate SAS with Open Source?

A group of US state AGs requested a hold separate motion to block/pause further integration while court reviews the deal. Hearing scheduled for early Jan. What would this mean considering how far the integration already is?

The recent Verizon layoffs are primarily linked to the company’s acquisition of Frontier assets. Verizon now needs significant capital to fund the integration of Frontier into its existing systems as well as to cover the acquisition-related expenditures. These financial pressures are the real drivers behind the workforce reductions.

Claims that the layoffs were caused by pricing competition with T-Mobile or customer poaching are largely unfounded and do not reflect the actual strategic motivations behind these decisions.

While Verizon attributes the recent layoffs to financial pressures from the Frontier acquisition and the massive integration effort ahead, there is another internal reality often overlooked. Certain internal groups “the termites” are using the Frontier merge as a convenient narrative to justify aggressive outsourcing. These teams benefit from vendor deals, back-channel incentives, and the opportunity to extract as much as possible from the outsourcing process.

In the shadow of the Frontier integration, these internal agendas are quietly shaping decisions far more than the publicly stated reasons like pricing competition or customer churn.

Reverse integration as acquired leadership took over the mothership. But how is this going?

"On Friday, we'll officially welcome our new MEG colleagues and begin the important work of integration. We’ll share more information about what that looks like tomorrow, as well as other resources to support everyone during this transition." - Big J

Integration meetings between HPE and Juniper are in full steam and it is interesting to see the human psyche there. All lemmings working day and night, knowing that as soon as integration is complete, they will the first one to be let go. Toiling hard to eventually ki-l their own jobs!

Analog Devices + Maxim Merger (Closed: August 2021)

✅ Total Layoffs: ~1,800 – 2,000 employees globally

This reduction came from both Analog Devices (ADI) and Maxim Integrated as part of the post-merger integration.
✅ Types of Jobs Impacted

1. Duplicated Support & Corporate Functions

These are always the first cuts in semiconductor mergers:

Human Resources (HR)

Finance

Sales administration

Procurement

Information Technology (IT)

Corporate functions that overlapped between ADI and Maxim

1. Overlapping Product & Business Units

Maxim had:

PMIC (Power Management ICs)

Battery charger ICs

Serial interface products

Automotive ICs

Sensor products

ADI already had large, established groups in these same categories → redundant orgs and product teams.

1. Redundant R&D Sites

After the merger, multiple smaller Maxim design centers were shut down, including:

Some Dallas groups

Selected Asia-based design teams

These were consolidated into ADI’s larger R&D hubs.

✅ Layoff Timeline

2020–2021:

Deal announcement

Planning for integration

Q4 2021:

ADI officially begins structuring the combined organization

First waves of integration layoffs

2022 (Peak Layoff Year):

Heaviest job cuts

Consolidation of overlapping business units

Closure of duplicated design sites

Corporate restructuring

2023:

Final “synergy cleanup” layoffs

Optimization of product lines

Rationalization of sites and teams

Total integration timeline: ~24 months

Analog Devices + Maxim Merger (Closed: August 2021)

✅ Total Layoffs: ~1,800 – 2,000 employees globally

This reduction came from both Analog Devices (ADI) and Maxim Integrated as part of the post-merger integration.
✅ Types of Jobs Impacted

1. Duplicated Support & Corporate Functions

These are always the first cuts in semiconductor mergers:

Human Resources (HR)

Finance

Sales administration

Procurement

Information Technology (IT)

Corporate functions that overlapped between ADI and Maxim

1. Overlapping Product & Business Units

Maxim had:

PMIC (Power Management ICs)

Battery charger ICs

Serial interface products

Automotive ICs

Sensor products

ADI already had large, established groups in these same categories → redundant orgs and product teams.

1. Redundant R&D Sites

After the merger, multiple smaller Maxim design centers were shut down, including:

Some Dallas groups

Selected Asia-based design teams

These were consolidated into ADI’s larger R&D hubs.

✅ Layoff Timeline

2020–2021:

Deal announcement
Planning for integration

Q4 2021:

ADI officially begins structuring the combined organization

First waves of integration layoffs

2022 (Peak Layoff Year):

Heaviest job cuts

Consolidation of overlapping business units

Closure of duplicated design sites

Corporate restructuring

2023:

Final “synergy cleanup” layoffs

Optimization of product lines

Rationalization of sites and teams

Total integration timeline: ~24 months

Congratulations leadership team! You’ve wiped out 7 years of growth in 2 quarters - but don’t fear…This new leadership team will bring it back - even though they haven’t got the first clue how to address the complexities of the various acquisitions of the last 2-3 decades.

16 core platforms to 5!..Yeah, right. If you force a bank/cu customer through a conversion then they will RFI/RFP to the competition and you will probably lose that client for causing them pain. Add to that the continuing shrinking of the FI business in the US through acquisition, merger and liquidation…It’s ugly!

The fact that the CEO threw out Agentic AI as the savior technology within the first few minutes of the presentation just shows they’ve been spoon fed by their consulting advisors (e.g. McKinsey, Bain, etc). There isn’t a single person in the leadership team that can describe how that would work against their biggest problems - i.e. Customer Satisfaction.

Let’s see how this changes for full year results.

As of December 1, eDOCS will be officially, legally, and technically integrated into NetDocuments. All current employees will transition to contractor status under a six-month probationary period.
In General, contractor roles don't come with benefits such as 401(k), RRSP, or health coverage; dental, vision, because they are considered self-employed.

This presents significant challenges—particularly for U.S.-based employees, who rely heavily on employer-sponsored healthcare. Canadian employees may be somewhat less affected, though ongoing issues with the public healthcare system and lack of private coverage options still pose concerns.

The merger of the orgs is s disaster
Tools were not ready for the extra users
SEs are not well trained
Figures are terrible
Not enough SE coverage

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

In this article:
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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

Was his message: We did a few layoffs to invest in ai, but it was not performance based AND our focus for the next 6 months is to integrate AI in all our code so that they can more easily get rid of us?

Curious as to what you all think will happen when Poppi becomes 100% Pepsi on January 1st

Layoffs? Nothing? Share your opinions