#leadership

Frankly, the company's vacillating leadership has created nothing short of an entropic mess. Directives are obfuscated, priorities shift without warning, and any semblance of institutional cohesion has quietly dissipated. The trajectory, at its core, is one of compounding incoherence, and without a serious recalibration of its foundational paradigms, disintegration isn't a possibility. It's a foregone conclusion.

Personally, any sense of equilibrium or institutional buoyancy has been wholly eroded over the years, leaving nothing but a pervasive and deeply entrenched malaise.

Copied and pasted the comment below from a post titled "Remember when an Intel retiree called out the toxic culture?"...this is what may happen in any factory when leadership fails to promote a positive work environment, fails to protect their employees, and push the employees to their limit only focusing on ensuring that outputs are met with little to no disregard to safety and morale.

"last month swat team and rio rancho police arrived in full force during cross shift pass down due to a blue badge threatening to shoot up fab 9. managers down played the situation as an employee going through a mental health crisis BUT if you have a background in business management and human resources...THIS IS AN ISSUE with LEADERSHIP that could have prevented work place violence. managers need to follow Intel guidelines and prioritize safety first followed by quality and output. they need to do what is right, grow some ba--s, and not be afraid of putting thier foot down to protect their employees. instead, managers continue to prioritize output followed by quality and safety. Intel needs to make their managers take leadership courses and make all employees take people skill courses...lots of weirdos that have no clue how to interact with others. You can hold employees accountable and use pressure and threats to make employees productive but you'll get more productivity if you hold employees accountable and promote a positive and humane environment at the work place instead of treating them like replaceable employees."

Leadership seems to need a decoder to comprehend the results, so here it is. The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”
Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”
That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”
Trust is broken. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”
Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”
They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”
Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”
No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?

The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking the next one?

If leadership truly wants different survey results, the solution is not another email, benefit rollout, book club, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.

That is the message of the survey, whether leadership wants to hear it or not.

We're getting next to no information from leadership where I am.

Same B.S. As Always!!!

AK was more open than usual, Surprising!
My Personal Favorite was the Slido Questions, happy to see a lot of us are on the same page, They Probably Won’t use this anonymous Q/A format again though…

VPs and above are not going into the office while others are forced to go in 5x a week. These “leaders” have excuses like they’re at an offsite or their car keeps breaking down. There is even a VP who takes a flight from Florida each week to go into the NY office but does not go in every day. Meanwhile its been sparse at the office with anyone below VP level and people come in for just a few hours. There’s even some talk between senior leaders about only coming in some days. Some teams go in everyday while others on different floors don’t seem to be going in at all. There’s no work, people scrolling on their phones all day, and people on the same floor slacking each other because they don’t want to walk to their meetings. And looks like they’re still hiring remote positions.

This place is a sh-t show, pays like sh-t, and we get treated like sh-t. Meanwhile “leadership” gets paid more than 6 figures, have people cook and clean for them, people to take care of their kids, while we have to slave away in traffic and do nothing at the office. DE said RTO was so successful, but what is even the measurement? The guy talks out of his a-s and the so-called “leadership” covers for each other but not for the people who are actually doing whatever work there is.

Make it make sense!

plz let us Make Omnissa Great Again

plz let us start this journey by firing kev1n

plz support me n hold our hands together in fruitful journey no one person wants him. go away K

Key people keep leaving or getting shown the door all the time. Morale is in the gutter and the energy here is completely dead. You can feel it walking in every morning. Nobody trusts that things will be stable from one week to the next, not to mention month or year.

I mean sure thank the folks you let go... Who are not able to join the meeting... Who aren't give the opportunity to retrain... Who get to enter one the harder labor markets.... Take it from these well paid folks who are getting bonuses during such strong business singles thanks...

Is a professional bullsh-t artist.

They have done it before and WILL do it again. Then they will throw a party to congratulate themselves for doing it.

https://www.nytimes.com/1986/04/26/business/exxon-move-for-slash-in-staff-called-startling.html

So for those that don't know there will be a lot of upselling for Balance Transfers starting in March. They'll try to bait you, "we are offering 0% Balance Transfers with a fee of 4.99%, will you be willing to take this offer?" lol

This is supposedly US Bank's leadership goals for 2026. They want the reps to hit 70% and try to upsell to customers that don't need to do balance transfers. Also, once you find out how Balance Transfers work you'll be kicking yourself paying more in Interest and paying the bank more than what you asked for.

Do operations managers think this is a smart move? Guarantee this will fail. They predict these sells through their programs lol. smh GK is d-mb as a brick to think this will help them

Everyone just sits around feeling unsettled all the time week after week just pull off the damn band aid and do all the layoffs at once the bad press will pass and WF will just rebound as they always do cuz they are too big to fail

Who got whacked and why don’t they let Jenn T go already

Hearing some wild news from a former colleague out of the Canadian Federal group today.
Apparently, a massive engagement was terminated or paused effective immediately, sending 200+ people back to the bench overnight.
Looks like Leadership is keeping the details tight-lipped. Anyone know if this is a sign of broader public sector budget cuts or just a specific project imploding? Seems like a huge hit even for a firm this size.

Leadership is STILL going all-in on this insane, stupid idea that AI needs to be a part of every product in this company. That every engineering team needs to be shoving resource intensive LLMs into their application no matter if the use-case of AI is.. useful. Otherwise they lose out on funding.

The critical, cognitive defect of these re--rds is astounding. Engineers who do actual work are either fleeing en masse, quiet quitting, or burning themselves out as they struggle to keep pace with the level of stupidity from their leaders.

I have NEVER in my time here seen something so astoundingly fu--ing stupid, and there's been a lot of astoundingly stupid things from our braindead leaders. As much as they gray-haired boomers liked to bring up buzzwords like ML, blockchain, etc. I never recall an initiative that EVERY team needs to be working with ML, or arbitrarily shove blockchain into their application.

It'd be one thing if they were simply asking engineers to use AI in some way, i.e. Copilot, ChatGPT, etc. It's another thing to have them invest actual time, resources, and FUNDING into throwing chatbots uselessly into their apps.

This is insanely disastrous and has gone on long enough from our negligent leaders. This DOES NOT "better serve our customers," in fact it does quite the opposite. This is a malevolent use of funding.

Our goals were rolled down to us from senior leadership.

They are not measurable, vague, and for several it is unclear how they are applicable to our job.

I would expect clearly defined, measurable goals - not this hot garbage.

I feel like it is clear that they are trying to set us up for failure.

Replace the first levels with AI.

Us together is better. We must return to the office to increase collaboration. Whoever created the new seating assignments didn't make any effort to keep teams together. Collaboration with anyone BUT your own team. What a joke and an embarrassment for leadership. Rather than fixing it, they doubled down! Who's in charge of the CF $hit$how?!

TrueCar today reduced its staff by 30%. This action follows the company's recent privatization. Founder Scott Painter led a $227 million acquisition of the company. Painter also rejoined TrueCar as its chief executive. New leadership reevaluated operations, leading to these layoffs.

https://www.autofinancenews.net/allposts/risk-management/truecar-lays-off-30-of-staff-amid-reorganization/

So today was the first day of phase 1 of this bank restructuring/re-org. Not only was my team disbanded, but our BA & BBPC were impacted on January 28, and those 2 did a ton of work and were the main reasons we were able to closeout our 6 issues on time last year. With them now gone, someone has to pick up that work, so it landed on ME! So now I’m on this new team, handling a different product, so not only I’m I having to learn this product, but the work from our BA & BBPC still falls on me, I asked my new ED about this, she only said “we haven’t fully thought all this out yet, but stick with us, we’re all learning on the spot.”

Learning on the spot, what genius thought this re-org was a great idea? Was it Mike Moran and the 3rd party consultant group he brought in last year? This is going to be a huge cluster f_ck before it’s all said and done.

I saw their Savvy scores. My MD told me a year ago that the VP down there staked his flag in the ground and said we will be great at Savvy. Lowest in the country. LOL. Get rid of that guy!

So a senior vice president takes a leave of absence?! He was a rising star but even he is disenchanted with Phillips 66 and the money is not enough to retain him. That or he was forced out. Who takes a leave of absence at that level?

It is incredible that as soon as Xerox sponsor the Aston Martin F1 Team their performance goes backwards.

Despite having Adrian Newey join the team, the car is at the back of the grid ahead of the 2026 season.

No doubt the CMO will be smiling and pressing the flesh at as many F1 races this year as he can.

Lovely guy.

Might even take his sons with him.

I met with my leader this week about my goals this year. I presented to them what I felt was a skill I needed to grow in that directly affects my work and meeting business goals. It was also something mentioned in my review as something to focus on this year. My leader didn’t agree that the goal made sense and that it was ambitious enough, even though I had a clear case as to why it was.
What this tells me is that they are actively positioning to set people up for failure or lower comp again next year. Never ever in my career have I had a leader tell me they disagreed with a goal of mine. Especially one that is directly tied to work. It’s not like I made a goal to take extra lunches or see how many pencils I can sharpen in a day.

With the CIO shown the exit door, who will do more lay offs now in IT?

Abby couldn’t manage people and let the company go down the toilet. She was afraid to lay people off and that is what’s responsible for the current culture.

It seems the back and forth changes on trade are negatively impacting the market and consumer sentiment. This will likely make the turnaround of this place all the harder for Dan to achieve.

Just saw that the Beat scheduled for 2/25/2026 was canceled for “leader training”. I guess the ELT is coaching them what to say for the upcoming layoff.

Legacy Xerox Employees like to turn you in / setup red tape as much as possible.. almost purposely trying to add on multiple layers so that absolutely nothing gets done…. Things went out the door when the company they purchased to be the true backbone going into the future (Global) started transforming into XBS and the entire Global Business Solutions playbook that worked beyond dreams for soooo long was just thoughtlessly tossed it the trash …

Nike's motto is "Just do it". Today we learned that Sabre's new motto is "Just AI it". Perfect.

How are we supposed to get the work done after you laid off all the people who could do the work.

Just AI it.

Have you ever used AI to do anything that needed to not onky be done but also done correctly without AI slop hallucinations?

Just AI it.

Just 10x it by using AI

Just agenticly AI it

Just vibe code it

Hey how do we get the stock price back up to $20?

Just AI it?

I can tell you what, AI could replace you and your ivory tower AI fantasies.

For those of us living in the real world, no we cannot just AI it.

The cuts around me were completely senseless. They kept some redundant positions, yet laid off people who seemed indispensable, either because of what they brought or the role they filled.

Appears to be same group of IOL leadership in a private all day meeting at quarry park same group that met a month before they announced the layoffs meeting today. I’d normally say just a re group but they set it to private. Anyone know what else they cooking besides our careers?

Hopefully Tom will be out and we can begin to see stock price increase. His entire EVP suite has left he has eliminated everyone except his buddy who is now the chief revenue officer. When will he self reflect and realize that the problem is still here .. we’re hopefully moving in the direction of him leaving and new leadership taking over hopefully stronger better leadership because leadership is where bd fails miserably. It’s either pre Madonnas , or passive tone deaf useless VP’s who are so out of the touch with the plants and the business. It’s time to

That's the only strategy we need. And yes, fire everyone at the top, replace them with a bot that will help people build better and sell more laptops.

That's it, a McKinsey masterpiece in two sentences.

You can thank me later.

The medical device industry has experienced consistent growth year over year, yet BDX stock has grown < 1% over the past 5 years.

This poor performance is due to weak and naive leadership that learns and then obsesses about basic principles like kaizen (which has been around for decades and should have always been a basic way of working).

Last year leadership came to the amazing revelation that they need to focus on marketing and revenue growth! This of course only happened after the stock plummeted.

lol.

The company has a low level of debt relative to equity which would make it ripe for acquisition but with this place, nothing would surprise me.

It all depends on the BOD and how much longer they’re willing to tolerate the CEO and the company’s underperformance.

Spilker is out! Now someone take VB please! We need our nice Optum culture back!

There was a thread the other week of potentially more org changes coming. And here we go. This place is circling the drain

The cover story for layoffs is that the financial incompetence of leadership led to layoffs, but, in fact, the impact of layoffs seems to be a rise in Authoritarian management practices (do this or we’ll axe you, whether you like it or not), which leads one to wonder if that was not always the point?
Foreigners in management coming from corrupt and inbred home countries cannot be expected to understand the drive and spirit that made Silicon Valley unique and powerful, so, in the mockery of imitating greatness, they replace inspiration with the whip?

Everybody knows it. Continuous layoffs. Plummeting stock price. Customers pulling Dell footprint. No innovation. No enterprise solution portfolio worh a sh-t. Quality hemoraging. Support on life support. Clueless leadership. No AI relevance. Just low-cost, low-margin cheap hardware, that's it. To be honest, that's all Dell really ever was.