#leadership

New CEO Brian Evanko......do mass layoffs then retire ..

This concern is to address ongoing situations regarding the handling of confidential information within lower management on the Central Review Team.

It has come to everyone’s attention that confidential employee matters and sensitive information are being discussed or shared with individuals (the su-k ups) who do not have a legitimate business need to know. This behavior raises serious concerns about privacy, professionalism, and adherence to company standards.

Maintaining confidentiality is not optional it is a fundamental expectation in any professional workplace. When management personnel share private information inappropriately, it undermines trust, damages team morale, and creates an uncomfortable work environment for employees who expect discretion and integrity from leadership.

Beyond being unprofessional, this conduct may place both employees and the organization at risk. Leaders are expected to model ethical behavior, protect sensitive information, and ensure discussions about employee matters remain limited to appropriate and authorized individuals.

Manufacturing PMIs in Europe start expanding and workforce is being cut - great move Wi--y...
Who could have thought that a former retiree CEO only has short term interest in the stock price/his options package and a majority external sourced execs board just bows - great vision for our 3M !

Don’t you find it amusing how long Naga writes his weekly novels? Who reads that stuff anyhow?

Anyone concerned that the ELT is making decisions that are self serving and make no sense? Product is a calamity, decisions are absurd, and we need someone who has run a company beyond middle grade project.

It's a serious questions. I am curious what the board thinks. I think we lost every incentive to innovate and we also see what's going on the exec level, so why bother.

tgs seems to have too many ineffective people. they hire and promote friends and family, then outsource most of the work. when things are not delivered, they blame the outsourcing partner insted of taking responsiblity. some vps show very low maturity. we need to remove those vps and the cio... and focus on skill based hiring.

What happened to the Wellmed IT leadership, did they all go back to Optum? I was laid off from Wellmed two months ago and I am happy to be moving on. The WM leadership face planted that business in to the ground!

Well they did it, kicked out Br**ke.

What’s behind it or always the plan to go in ‘26?

Delgado-Jenkins’ retirement continues a flurry of executive exits from 7-Eleven since the end of 2025, including DePinto, Harris and former chief marketing officer Marissa Jarratt. The leadership shakeups come in a year that promises seismic change for 7-Eleven, including a planned initial public offering in North America.

https://finance.yahoo.com/news/7-eleven-chief-merchandising-officer-100000552.html

Want effiency in corp risk? Keep the workers, get rid of 75% of the managing directors. Most are just su-king time, doing as little as possible until retirement, causing inordinate amounts of unnecessary paperwork.

Whomever has up to date information, spill it. You are doing a service to your colleagues who are all in this together. Those who have been kind enough in leadership positions to share have helped tremendously. Don't gatekeep if you know something. This is the power that employees have...

Is JR scared of the real questions or does she think we are d-mb enough to put our names down? Skip it and remain anonymous.

Work harder, no merit, no bonuses. Not to worry though, Chief Clown Steve and the band of merry pirates continue to raid the cupboards for any and all $$ they can pull out

There are senior leadership firings that are not making sense. Talented people that go above and beyond with a lot of seniority or experience. They must be getting fired bc they just earn more. This is another huge blow to morale, why would I want to move up in a company like that?

Executive level leadership is woefully unqualified and terrible messaging.

Ken is out and Ken is in as CFO.

https://www.l3harris.com/newsroom/press-release/2026/03/l3harris-appoints-ken-sharp-senior-vice-president-and-chief

Mike you can blame Frank all you want but $62 is on you buddy! You were a rookie who was unprepared and you destroyed $100B in Market Cap! Congratulations on holding the that record, surely puts you in the top 5 of worst CEOs ever! By the way why is Chris Foskett still here riding around on the jet! The guy does nothing. What big account has he brought on in three years. As Revenue head he has lost a ton of business in last two years.

Donna Hart left Ally in January and she was CIO over IPRM. Now Satish is leaving CIO over Tech. What are your thoughts?

Writing my “ambitious” goals this past week had me feeling 1000% unqualified and diminished in my job. Like they are asking us to figure out how to make an 8 day work week.
Which got me thinking, how many medical LOAs do you think the bank will see this year? Mental health reasons? I have to believe this number will rise this year based on the mental health downfall many are feeling from all of the impossible pressure. And if that number does in fact rise, what does it take for someone to take notice and take action? (And I don’t mean internal leadership.) I mean an external intervention. Does anyone watch those sorts of claims against a company?

I just talked to TMobile about switching and they were less than what I am paying at Verizon even after the employee discount and they are giving away new phones and they have a 2 year upgrade pipeline. Verizon's network coverage seems to have gone to sh-t.

I don't think even Dan the Hatchet Man can save this sinking ship.

Because of pressure from the US administration, SAP stopped most DEI programs in 2025. And now, two. Executive Board members will “step down” or “not renew contracts”.

Gina is a woman and was compassionate towards trans employees so she’s gone. We will not see a female executive board member for a long long time.

Alam is a person of color and not a Christian. He is gone as well. We will not see a person of color or a non-Christian in the executive board anytime soon.

In any case, LGBT members never make it to important positions within SAP so we won’t see them in the executive board either.

They needed Gina only to bring performance management and destroy most of the employee benefits. And they needed Alam to initiate multiple reorganizations after Juergen Müller was given the boot.

What changes do you think will happen in teams now? Will they only consider white Christian males for leadership roles from now on? And what about LGBT employees? Is SAP starting a program to remove all migrant employees in Germany? The demands from the US administration are pretty straightforward and the SAP board has done nothing but comply.

No one's even pretending to steer anymore. Just managed decline, slow and steady. Layoffs forever, now reaching offshore too. There's hardly any core left, both among employees and leadership, that could pull off a turnaround, if that was ever the plan. Am I off base here?

I feel like there isn’t any real insider knowledge on this page, but let’s give a go. Anyone know what the tour in first week of April will be for? With everything going on, I believe it’s potentially to bring in a new business.

I’d pay to see leadership try handling this workload for even a few weeks.

Real question. Realistic answers please. Would we be better off? Would chaos ensue? Could the Dir level successfully form a coalition and get $hit done?

Ford is a shadow of its former self. Sure, maybe a few areas are okay, but overall it's been a decade-long decline. If you're young and have skills, go somewhere that actually values you. Unless leadership completely changes, which won't happen, it's just more cuts from here.

Remind me, how much did we pay for it and how much did we sell it for? Just another proof Stankey is an id--t with no business sense.

Can anybody even remember when that happened?

Any guesses?

Watching leaders get promoted while experienced teams are laid off is hard enough.

Being spoken to with profanity by senior leadership during this time is unacceptable. The tone suggested a level of comfort—and untouchability—that should concern anyone who cares about culture.

If this is the new culture, it’s a serious step backward.

what's up with all this vps reporting to vps?

we talk about flattening nike but keep hiring more sl.

Response was

Using AI to replace a CEO’s decision‑making can be framed as beneficial when the focus is on cost efficiency, consistency, and data‑driven governance, especially in organizations where strategic decisions are already heavily analytics‑driven.

Core Argument: AI as a High‑Precision, Low‑Cost Executive

Replacing a CEO’s decision‑making with AI can be seen as a net positive because it removes one of the most expensive and variable elements of corporate leadership—human executive compensation—while potentially improving decision quality through constant, unbiased, data‑driven analysis.

AI systems don’t demand bonuses, equity packages, or golden parachutes. They operate continuously, process vastly more information than any human, and make decisions based on evidence rather than ego, politics, or fatigue.

Cost Savings: Regaining the CEO Salary

CEO compensation is extraordinarily high across most industries:
• The average CEO salary in the U.S. is about $812,900 per year A.
• At large public companies, total compensation often exceeds $18–23 million annually B C.
• Some CEOs earn over $100 million per year in total compensation packages B.

Replacing this with an AI system—even one requiring significant infrastructure and oversight—would cost a fraction of that. Even a robust enterprise‑grade AI system might cost low millions per year, and often far less, depending on scale.

Savings could range from $800,000 to over $20 million annually, depending on company size.

Those funds could be redirected toward:
• R&D and innovation
• Employee compensation
• Lower consumer prices
• Shareholder returns
• Long‑term strategic investments

Why AI Decision‑Making Can Be Better

1. Data‑Driven Consistency
   AI evaluates every decision using the same logic, the same data, and the same criteria—no mood swings, no biases toward certain executives, no political maneuvering.

2. 24/7 Strategic Awareness
   AI can monitor markets, competitors, supply chains, and internal metrics continuously, not just during quarterly reviews or executive meetings.

3. Faster Decision Cycles
   AI can simulate outcomes, run forecasts, and evaluate risk scenarios in seconds, enabling rapid responses to market shifts.

4. No Ego, No Personal Incentives
   Human CEOs may prioritize:

• Personal legacy
• Compensation tied to short‑term stock price
• Risk‑averse decisions to protect their position
AI has no such incentives and can be optimized for long‑term organizational health.

1. Scalability
   One AI system could theoretically oversee multiple business units or even multiple companies, something no human could do.

Trade‑offs and Constraints
This argument is strongest in contexts where:

• Decisions are highly quantitative (e.g., logistics, pricing, supply chain, finance).
• The company already relies heavily on predictive analytics.
• The culture values efficiency and transparency over charismatic leadership.
• Oversight mechanisms exist to prevent runaway automation or misaligned incentives.

It is weaker in contexts requiring:
• Deep human intuition
• Complex interpersonal negotiation
• Visionary leadership
• Ethical judgment in ambiguous situations

But even here, AI can serve as a powerful co‑pilot or decision‑support system.

A Non‑Obvious Insight

The biggest benefit may not be cost savings or even better decisions—it’s eliminating the single point of failure that a CEO represents. Human executives can burn out, get sick, make emotional decisions, or cling to outdated strategies. AI systems can be versioned, audited, and improved continuously.

CEO change needed to bring new direction

My heartfelt sympathies go out to everyone affected by the recent layoffs. I’ve followed this forum for a while, and the consensus is almost always to place 100% of the blame on management. While leadership holds the wheel, we need to have a candid conversation: a trajectory like this is rarely the fault of just one group.

The Reality of the Financials
If you look at the last 12 years of financial filings, the numbers are staggering. Until 2020, Sabre spent roughly $250M annually on software development. From 2020 onward, "Technology Expense" (payroll, support, and hosting) has hovered near $1 billion annually.

We have to ask: Where did that money go?

Was a decade of billion-dollar spending really just to "keep the lights on" or migrate to GCP?

Did we ever look at the P&L of the specific products we built?

Did our development efforts actually attract new revenue or lower operational costs?

It seems many of us grew comfortable with the pace, rarely questioning if our daily output contributed to a profit or a loss.

The "Knowledge Hoarding" Trap
There is a common sentiment that "critical knowledge" is being lost. But we should ask: What is the value of that knowledge if it couldn't save the company? If "legacy knowledge" contributed to a failure to grow, it should have been challenged years ago.

We see this in teams where individuals (such as in Connectivity) are perceived as reluctant to share information. When knowledge is used to protect a desk rather than drive growth, it becomes a liability. For example, if those with the "keys" to connectivity had been responsible for the P&L, would they have allowed millions of redundant, non-revenue-generating calls to hit our systems for a decade?

The AI Pivot vs. GDS Reality
The current pitch of becoming an "AI company" feels like a pivot to a buzzword. As a GDS—an automated aggregator—our interaction with the end-customers who actually benefit from AI-driven personalization is limited. In our current position, the impact of AI is likely to be minimal because the core business model isn't structured to leverage it.

Moving Forward
In some ways, those leaving now might be the lucky ones. You are heading into a market where "innovation" must drive key business indicators. In the real world, no one cares about a billion-dollar "Next Generation Platform" or complex CI/CD pipelines if those tools don't translate into tangible business benefits.

Read awhile back about 4-5 big transformations. Haven’t seen or heard much other than the office collapse. Any word on what is going on with that?

I posted over a year ago how I had been RIF'd from CNC, had found a new job, and was promoted within 4 months of being there. I also pointed out how unprofessional and poorly the management was in my year there, and how they handled the lay-off (Dec. 2023).

The leadership in this thread were PI---D.

This post is for those emotionally struggling and worried about your job with Centene. Move forward with another company, consider a whole new area in the workforce, take a pay cut if you have to or can, and grow elsewhere.

Life is so much better outside of that place! I took a job I had to take to pay bills, but it was a blessing! 1.5 years later and Ive earned my CNC salary back! Better benefits and stock options!