#leadership

I mean… it’s beyond ridiculous that leadership refuses to acknowledge layoffs that have happened, are happening, and will keep happening until who knows when. The gaslighting is unreal, and so is the complete lack of the most basic requirement of leadership - owning up to actions and their consequences for the people you lead.

The reorg has dragged on so long, and conditions have gotten so bad, that some of us almost hope to be let go, and feel no relief when we aren’t. Clearly, nobody at the top gives two sh--s about how this drawn-out anxiety is grinding us down. On a personal level alone, it’s brutal. It’s beyond exhausting. This state of mind leadership has driven us to is not normal, nor is it healthy.

Let’s talk about GOA exploration. Or rather, let’s talk about whatever this slow-motion implosion is pretending to be. Because calling it “exploration” at this point feels like calling a flat tire a transportation strategy.

The whole thing is a total fiasco. No clear goals, no coherent plan, and absolutely no accountability. It’s like watching a group of people try to build a rocket using IKEA instructions written in crayon. Every meeting feels like déjà vu—same confusion, different day.

Now let’s get to the real issue: leadership. The level of professionalism among the managers and team leads is so low it’s practically subterranean. We’re talking about folks who confuse noise with strategy, who think “mentoring” means forwarding a link to a webinar, and whose idea of technical excellence is copy-pasting last year’s slide deck. It’s not just unprofessional—it’s actively counterproductive.

And then came the layoffs. And guess what? The good people—the ones who actually knew what they were doing, who brought real value, who kept the wheels turning despite the chaos—they were the ones left standing. Not because they were protected, but because they were overlooked. Somehow, the folks who could’ve helped fix this mess are gone, while the ones steering it into the ditch are still calling the shots.

It’s frustrating to watch talent get wasted while dysfunction gets promoted. If GOA wants to be taken seriously, it needs a hard reset—starting with leadership that knows the difference between a basin and a buzzword.

The CES should be released. Its obvious MW is "So Vain, I bet he thinks this song is about him" and cant believe he's lost pretty much every employees respect. Its not us, its definitely you! Let's break up and you move out!

“Technical difficulties” ended the call early and a recording will be available at a later date. Was there fear she would, once again, go off script? Perhaps USB wants to be able to edit her responses to avoid another public speaking fiasco?

At least half of them don’t even know what it is they are supposed to be doing.

https://investor.oracle.com/investor-news/news-details/2025/Oracle-Corporation-Announces-Promotion-of-Clay-Magouyrk-and-Mike-Sicilia-to-CEOs-Safra-Catz-Appointed-Executive-Vice-Chair-of-the-Board-of-Directors/default.aspx

more fun ahead....

They just announced a new CEO.
Not impressed and may stay with T now. I know this a site for T but I have stocks in all 3 big telecoms.

They just hired Darcie Henry to run HR. The same Darcie who spent decades at Amazon while they became infamous for break-neck quotas, high injury rates, and treating workers like garbage. Then she went to Snapchat where she was part of cutting 20% of the company in one sweep. After that, she jumped to Flexport and tossed out during leadership mess when the CEO bailed. That's her track record, layoffs, chaos, and employees left holding the bag. If you think she was brought here to make life at AT&T better for employees, you're kidding yourself. She's here to do what JS says to do, protect the company, and squeeze people harder. She's an RTO cheerleader so, you can forget any kind of hybrid work. Morale won't go up under her leadership, it will tank further and further down.

The top leadership in Mooresville has finally steered the company into the perfect storm, and the ship is sinking. Operations are falling apart on a daily basis at every level of management. The days of spinning BS to Wall Street during the earnings call are coming to a rapid conclusion. No amount of choreographed photo ops from stores on LinkedIn will prevent the inevitable. The company is going under.

Verizon is dying like Sprint. Bad contracts, no vision, poor leadership. Is Elon the answer?

Wasn’t it great to see the person that represents Verizon to Congress to help offshore jobs, go to Ireland where those American jobs were moved to and celebrate it on LinkedIn? Leadership personified! Exhilarating and exciting indeed. Can’t wait to see what lives and communities they offshore next!

I believe the title says it all. Another week of sc--w-ups followed by upper management and executives acting like school yard bullies in meetings.

But if you get caught not managing resources and tasks correctly, it's just natural to be on the defensive, tell half-truths or complete lies to cover your butt. Or divert attention away and towards another person, etc.

Hopefully those that have been instrumental in the decline of Teradata through derelict of duty to those at TD and their customers have run out of runway. They have been living a cat’s life for the duration of the decline at the company. Let’s face it..the barking will be more muted as there is no more or should I say no one left to hide behind or push forward as the sacrificial lamb. No more runway left, no more layers of gullibly management to hide behind. The layers have been removed and the spotlight is firmly on one specific service sales person to deliver. If you create a persona that you are the best, there comes a time when your bark will be seen through and you can no longer hide. The time has come..the end is near.

Now that a little time has passed, I thought about sharing some thoughts with you all, John's minions, and the staff at Business Insider and other outfits who scour these forums for hints, facts, or observations. BI asked for comments to their survey about 'the memo'

John's right. loyalty is dead. His memo makes that clear. The 'multi year transformation' is code for job over career. This won't improve collaboration. They tried that with workplace 2020. We don't collaborate. We find a corner of space and lay low until we slip out to catch the train.

This message only serves to further divide. Many of T's brightest and most loyal have and will continue to simply find a new home where innovation and commitment are rewarded. Some will praise their leaders for cutting the slackers, ki-ling dei, improving collaboration... basically parroting the CEO and his priests. Many will complain and threaten to leave but they will eventually find their way to the stream where the majority of the company resides. They are the ambivalent masses who know how to stay quiet and carry on. They badge in, go to meetings, send a few emails, and speak when spoken to. They are the 'future' if which John is building. Clock watchers. Professional annual-review authors. Gantt charts, ppt decks, and endless backlogs of well defined but rarely delivered work products. They learn the buttons to press to get the cheese.

If this all sounds familiar it is probably because John seems to have channeled old 80's corporate movies as his inspiration for the workforce if the future. Cool thing is that 2025 tech lets the uninspired masses watch them while pretending to work.

In conclusion. B+ for conviction and passion, C+ for staying on target. He does have a knack for going off on tangents. D for knowing you audience. F for delivery. When in doubt, wait it out. Remember that rule, J? Wait 24 hours and make sure you're not letting emotions cloud your better judgement.

The work began around a year ago, and preliminary agreements were reached by Intel's then-CEO Pat Gelsinger and Nvidia's Jensen Huang even before that. (A year ago, Joe Biden was president, though no one suggested his administration was involved, either.)

--> Did LBT steal the credit without giving credit to PG who worked with Jensen on the joint product a year ago ?

https://www.tomshardware.com/pc-components/cpus/teams-at-nvidia-and-intel-have-been-working-in-secret-on-jointly-developed-processors-for-a-year-the-trump-administration-has-no-involvement-in-this-partnership-at-all

Checked my email a bit ago and saw Elad Nafshi sent an email to about 1,500 people about how well the Technology and Product teams are doing.

The teams are CHQ, but it seems like a huge gut punch to all of the division teams that are going to be wrecked with the newest round layoffs.

Say what you want about the guy but he was an effective leader and his team operates at the highest level. Why let him go? Makes no sense.

Here so long as teammates complete their jobs consistently, repeatedly, and transparently, accuracy doesn’t matter

So as long as everyone repeatedly gets it wrong, it’s okay. That’s why there have been a million teammate replacements, a million department restructures, and a million reasons why the stock can’t grow during market rallies.

If you’re reading this or coming to this blog. You care, but why care more than leadership?

Anyone know anything about the suspected wealth changes now that the “leader” is hitting his 100 day milestone? Sounds like it’s in Oct. - saw a post a while ago that mentioned fall shifts.. is this it?

He doesn’t want all the leaders at his table? Potentially merging groups within his leadership. SLs will turn into PLs and their skills along with SMs will be reassessed.. as they merge “delivery” under technology. Hearing VP IC in jeopardy. Delivery teams will merge. Whatever happened to BME? Not that it was working.

2 groups in wealth are quite large and hearing he doesn’t like top heavy. I’d appreciate the shake up since my group is a joke.

Sarah London was never qualified to run a publicly traded company, let alone one of such prominence. She got the position through a combination of family legacy, connections, and luck (passing of the former CEO). It is evident through recent events that she had no strategy to weather the current social, political, and technological environment. She has put employees out of work, destroyed the legacy of a great company and moreover is harming its patients, the American people. The Board should step in and fire her immediately. There are much better leaders out there.

https://www.fastcompany.com/91391672/remote-work-isnt-the-problem-mediocre-leadership-is-work-from-home-bad-leadersh

Indians occupied most of top management positions. Root cause of Intel’s failure.

Good luck to Nvidia, to be converted to India. It is not far from corruption.

Another brilliant move from Helen, our CFO. Never a thought for the employees or the long term growth of the company but just endless rounds of redundancies, reorganisations, cost cutting, and not this: scrapping company mobile phones and instead offering staff a measly £6-8 per paycheck. What a farce - is this how you value your employees?

Back in May, she pocketed 2-3M in retention options for absolutely no reason. Meanwhile rest of us are left to deal with the fallout of her decisions. Frankly, it’s poetic justice that’s she is now underwater with those options give the damage she caused.

This decline began the moment she joined the company. She wrecked the sales organization with her favorites in bloody sales leaders, and now dragging down the entire company. 40yrs of culture undone in no time at all with her. Her tenure as CFO will be remembered as a failure, plain and simple.

And as for the CIO - what a disappointment to blindly follow her lead and send out that message about axing mobile coverage. Shame on you.

Hoping Sanoke can turn things around before it’s too late.

Any clue? I doubt it changes what’s coming at the end of October, but it’d still be good to know. Honestly, I’m starting to feel like leadership doesn’t have a real plan and is just scrambling to prop up the stock. If that’s true, it’s not going to end well for us.

It took me a while to find a decent alternative. It’s not better than Dell when it comes to pay and benefits, but the relief is incredible. My manager is actually competent, communicates like a normal human, and most importantly, runs the team efficiently. I haven’t had to stay late once, and there’s no layoff drama hanging over us (yet). Look for something new for the sake of your sanity. The job market is tough, but there are always options.

There is so much talent wasted because they have managers who are unqualified or lack basic skills. Fidelity could be a great place to work again, but it would take too much time and money to fix the broken management system.

And we don’t have time or money to spend on development.

So many dissatisfied employees comment here.
Why don’t they leave F5?
Can’t find another job? Hmm.

So many former employees comment here.
Why are they wasting their time?
Can’t find another job? Hmm.

Seems like the answers are obvious.

Dose of reality for those newer to working.
No job or company is perfect. Many are far from it.
F5 isn’t perfect. But it’s a paycheck. It’s decent benefits.
Bad mouth leadership until you are blue in the face, it won’t change anything.
So take a deep breath.
Take another deep breath.
Stop wasting your time on things outside your control.
The commenting isn’t burning calories, or teaching you a new skill, or fixing anything. So why are you continuing to do it?

Get back some free time! Don’t give it to F5!

Quote below not mine. Elevating from another poster. MW, your money can never make you sleep soundly. Know that you garner zero respect from us. And you don’t have the guts to accept any criticism.

“For me, the turning point was when the CEO openly stated, “stop being nice.” That should have been a PR and cultural disaster, no matter how it was framed. In my experience at Chevron, "being nice" meant mentoring juniors, collaborating as a team, and going the extra mile to achieve collective success. It was never an excuse or a way to dodge accountability for KPIs—it was about fostering a supportive, high-performing culture.”

VP-level executives and above were assessed confidentially by the HR department in preparation for the next round of workforce reductions. According to a credible source, the evaluation considered factors such as salary ranges, employee engagement results, documented HR complaints about leadership behavior, and potential organizational liability. Multiple lawsuits tied to leadership actions have already been filed, creating significant financial and reputational risk for the company.

We would like to raise concerns about our department’s recent fast-track hiring of contingent workers—specifically contractors on H-1B visas sourced through "1nf0$y$." Many of these individuals appear to have limited qualifications. While some possess basic knowledge of business analysis, they lack the technological expertise required to perform the core functions of their roles. It’s unclear how they were approved to work at a Fortune 500 company, given the apparent skill gaps. Internal sources suggest that some of these contractors are personal acquaintances of an Indian Executive Director who is married to an American citizen also another Executive Director in the same department may be influencing leadership decisions to favor these hires. There is concern that these individuals could be receiving a commission or financial incentive for each contractor brought onboard.

In a recent meeting, both the Executive Director stated that leadership intends to increase contractor hiring as a cost-saving measure, citing the company’s reluctance to offer benefits to American employees. This strategy seems to conflict with current federal policy, particularly the new Executive Order on H-1B visas.

Under this order, the application fee for H-1B visas has increased from $215 to $100,000 per year, potentially totaling $300,000 for a 3-year term. According to Commerce Secretary Howard L., the intent is to discourage companies from relying on foreign labor and instead invest in training and hiring American workers.

Given this directive, are we as a company prepared to absorb the financial and ethical implications of continuing to hire H-1B contractors under these new terms? We believe this warrants further discussion to ensure our practices align with both federal policy and our company’s values.

#WhistleblowerAlert #EthicsMatter #CorporateAccountability #SpeakUpForIntegrity #ExposeCorruption #WorkplaceTransparency #HoldThemAccountable #ProtectWhistleblowers #LeadershipAccountability #FairHiringNow #H1BPolicy #HireAmerican #ImmigrationEthics #VisaAbuse #ExecutiveOrderCompliance #FederalHiringStandards #HRCompliance #WorkplaceJustice #ContractorOversight #BenefitsForWorkers #StopExploitation, #stopneporism

Are we hiring backfills? These people work on AI. They work with customers. They manage people. People are pulling 10 hour work days.

As we're constrained for CX Summit, we're simultaneously betraying our core contact center customers. We want to operate like a startup but don't hire like startups do: more designers, engineers, managers in the US.

Is leadership even aware?

https://www.reworked.co/information-management/why-opentext-fired-its-ceo-after-13-years-the-end-of-the-shopping-spree/

Another industry professional was more blunt: "My personal opinion is that they only make enough investment to justify their maintenance costs to their legacy customers."

Looks like Rarhul is dust, came in when yhe share price was $24 and left 2 years after leaving the Share price at $13

Absence of organic revenue growth over the past two years suggests it may have to lean into acquisitions to drive its expansion
Earnings per share have contracted by 3.6% annually over the last five years, a headwind for returns as stock prices often echo long-term EPS performance
Underwhelming 1.2% return on capital reflects management’s difficulties in finding profitable growth opportunities, and its falling returns suggest its earlier profit pools are drying up

There’s no plan grounded in the real world, hard work, or long-term sustainability. All leadership seems to see are dollar signs, chasing ideas that are increasingly risky and unrealistic, while leaving real people out of the equation. It’ll be a great party right up until everything comes crashing down, “unexpectedly”.

The exception was Mulally, who could have stayed for as long as he wanted. He made it just shy of 8 years.

Farley couldn't lick the fuzzy hanging from Mulally's junk. So I'm expecting his ouster at any moment.

Sad to see some really strong technical folks pushed out over the years and now it’s starting to show with those remaining burned out juggling the additional responsibilities. A week of meetings and nothing to show but follow up meetings.. Demoralising watching some really good people no longer speaking up on calls anymore as they are fed up an burned out.
Top table need to take responsibility for their actions. JC and AL need to go. Time for fresh visionary leadership and direction with a major clear out overdue.

You can’t call yourself a leader if no one grows when you’re around.

It seems that nobody knows anything except maybe a handful of EVPs and higher. In meetings, mgmt and HR reps can't offer any new information, just repeating the same known facts over and over again. Morale is at all time low and feels like people just pretend to be busy, while in reality not much gets done. Projects and initiatives got identified as at risks, with TBD plans to move forward. Nobody dares to make decisions for the future without knowing what resources will be available to complete the tasks or even if they themselves will be here after Oct. Meanwhile UFC will start in Jan! Seems that everyone is waiting for something to happen and for some new morsel of information, but nobody is able to come up with anything.

Not sure how much longer we can withstand this situation or recover from it after the dust settles in Nov.

Chief Integrated Supply Chain and Services Officer was fired 9/11. Many rumors have circulated as to why. None however involve a live chicken.