#leadership

It happened about a year ago on LinkedIn. Everyone was up in arms about it. A year later, nothing changed, and I’m betting most of you don’t even remember it.

If it was a critical or life or death situation would our ELT be capable of telling the truth even once? I dont think any of the C-Suite "leaders" could even tell the truth about the color of the sky. Our "leadership" is rotten to the core and MW ruined the bunch!

When can we start outsourcing the mgmt of projects away from GP? Our LNG projects are a disaster and the VP is definitely part of the problem. Just like the VP (JP) several years ago.

That was a short tenure and strange timing.

Can anyone name an enterprise software solution Dell has developed organically, or acquired, in which they didn't miss the mark by a mile or drive an acquired solution into the ground?

x400 - failure
DM5500 - failure
Santorini - failure
Hydra - eminent failure
Cyber Recovery - failure
PPDM - failure
VxRail / VCS - failure
Apex - failure
VMware - failure
Quest - failure
SonicWall - failure
Appassure - failure
Boomi - failure
Perot Systems - failure
EMC - ki-led it
Networking - failure
Viper - failure
The list goes on and on...

Dell engineering does not know anything about enterprise software development, at all! They have proven that over and over and over again. Yet, ironically, Dell spends millions upon millions of dollars each year pretending like they do while incompetent engineering and product leadership are never held accountable for their failures. Competitors laugh at us and customers won't touch our software stack. The track record doesn't lie. All Dell knows is low-margin hardware, that's it! Meanwhile, sales has to sell their sh-t!

How is he here for so long ? I'm sure he must have had his wins.

What exactly were they ? What's his story ?

Forget ethics, what’s right, what’s wrong, what makes sense.
Amongst all the noise, she’s protected herself and has managed to convince everyone that it was the right thing to do to give her a HUGE bump in pay multiple years in a row+bonus+stock awards all the while laying people off.

No push back, no votes, no bartering….just BAM!!! It all happened the way she wanted as she wanted.

How is that not smart of her to benefit while others are suffering. She’s got a laser focused mind on taking care of herself. How is that not smart of her?

No COLA, no more bonuses, and now 0.75% raise. While they continue to rack in millions for senior leadership.

DXC is dying, and leadership actions show it has no real intention to recover. DXC keeps a large cash surplus because it’s managing decline, not investing in people or growth.

Cash provides leadership with flexibility and protection as the business is in a managed decline.
• Build cash reserves → no investment → No plan for the future
• Only 'investment' is in Sales and Customer Experience centers to give an impression of investment - no real investment in offering innovation, people or value for clients
• No pay rises → avoids permanent costs
• Overpaid execs + buybacks → boost EPS and hit bonus targets
• Big cash pile → protects credit rating, reassures clients, funds restructuring
• Buyback investment → financial optics over long-term capability

In summary:
DXC is choosing control and shareholder optics over investing in itself or its people. DXC leadership is just waiting to cash out - waiting for a buyer, or waiting for someone to identify the very few assets, sell them off, and dispose of the rest.

After NASA’s current review of the crew capsule space incident, Boeing is done, but is too Arrogant to admit it.

Thank you for your service:

John Stankey - $26,410,845
Pascal Desroches: $15,477,119
Lori Lee: $9,889,903
Jeff Mcelfresh: $15,602,605
D. Mcatee: $13,637,271

Page 61:
pdf.secdatabase.com/2460/0001193125-25-073402.pdf

So after the C suite took cash earned from ERP from 168 to 112 to fund future projects, removed raises, tanked the share price of the company impacting pay of anyone with any equity, doing constant layoffs....

The next thing we are being told is we are about to get a lesson on the Stoics? Yes, this is true. We need to compare ourselves to philosophers from 300 BC and ignore all this nonsense and see it all in a positive light. That is coming from the top.

Supplemental CEO Equity Award

On February 18, 2026, the independent members of the Board of Directors (the “Board”) of Fiserv, Inc. (the “Company”), consistent with the recommendation of the Talent and Compensation Committee of the Board, awarded Michael P. Lyons, Chief Executive Officer, a supplemental equity award (the “Award”) consisting of performance share units (“PSUs”) and time-vesting restricted stock units (“RSUs”). The Award reflects the Board’s recognition of the importance of Mr. Lyons’s ongoing leadership in successfully executing key strategic actions to transform the Company, including the One Fiserv action plan designed to drive long-term growth and position the Company for future success.

The Award is structured to promote the retention of Mr. Lyons as the Company’s Chief Executive Officer and align his incentive opportunity with Fiserv’s absolute and relative shareholder value creation over the long term. The PSUs, which have a grant date value of approximately $18 million, will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return and the One Fiserv action plan. Specific measurable performance metrics for the One Fiserv action plan will be set at a later date in connection with Company’s 2026 investor day. The RSUs, which have a grant date value of approximately $12 million, will vest pro-rata on the first three anniversaries of the grant date.

The Award is in addition to the approximately $18.7 million annual equity incentive award granted to Mr. Lyons on the same date, comprised 60% of PSUs, which will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return, adjusted revenue growth, adjusted earnings per share, and free cash flow conversion, and 40% of RSUs, which will vest pro-rata on the first three anniversaries of the grant date.

The forgoing summary of the Award is qualified in all respects by reference to the text of the award agreements that govern the Award, forms of which are filed as Exhibits 10.4 and 10.18 to the Company’s Annual Report on Form 10-K filed with the SEC on February 19, 2026 and are incorporated herein by reference.
—————————————————————-
Oh my, so this guy is getting a $50mm compensation package??? 95% of which composed of our stock at this nosebleedingly cheap multiple??? This guy IS worse than Frank even, Frank’s package is not nearly half as big! This guy has probably bullied the board in a lionized way to get his way. Even Jamie Dimon at JP Morgan, with a market cap 10 times as big as Fiserv, does NOT get a package like this!!!
Our company is in worse hands!!! RUN!!!

I just wrapped up a 1:1 with leadership this week and it sounds like the Stock Together program may be discontinued entirely. I’m holding out hope that it’s simply being restructured or delayed for those of us recently protected, but if it's gone, it’s effectively a $20K pay cut. Does anyone have more insight or 'under the hood' knowledge on what’s happening with the program?

If this company truly wants to grow its market, it must take a hard look at the people directors leading its teams. These leaders have a direct and measurable impact on team performance. Ignoring this level of leadership has not produced meaningful gains so far, and it will not do so in the future. You have leaders that do not show up for work or for their teams. Why would any company pay leaders not to show up? It would serve the company well to undertake the necessary, perhaps uncomfortable, work to address this now, unless the intention is to continue falling short with full awareness of the cause.

And to be clear, this post is not intended to solicit responses from people directors who may feel personally offended by this perspective. The focus should remain on results, accountability, and the long-term success of the organization, not on individual sensitivities.

leadership havent evolved in the last 10+ years. For a company that is hyper focused on money making strategy over and above technology strategy, the pivot should be to high margin software. IBM and HPE constantly acquire software companies and are better for it. JC is a one trick pony and every leader beneath are 'yes men' who are only concerned with their next options or rsu allocation. Bring in some fresh blood and wake up ya muppets!

The PayPal crew is getty cocky, I hope any tenured VZ svp has ba--s to stand up to the new non talented telephony additions.

Show what you know!!!

Stop this madness. Pseudo leaders are gaming the system. Dedicated resources are sidelined or laid off. Sycophancy is the name of the game.

This will end worse than your experience at Enron. STOP THIS NOW.

Perhaps it’s because l’m young and still early in my career, but watching a mentor I admired get canned yesterday was one of the most heartbreaking things I ever experienced. We’re not talking about the average Joe, but an advocate who went up and beyond for everyone, and was so crucial to the systems and applications that we supported.

I can’t say it comes as a surprise. People have always warned me, but yesterday cemented that we really are just a number at the end of the day. Performance doesn’t matter.

I don’t know how my team’s gonna move forward after losing someone critical. This is not the same company I was excited about joining a few years ago.

Are there any departments/areas more stable?

From my experience, at one time CSO(Chief Security Office) had more(though not complete) stability but that is no longer true.

Any areas exist today that are more stable? departments, sometimes better VPs in some areas.

We’re seeing a significant decline in leadership engagement, which is directly impacting our ability to meet deadlines and maintain client satisfaction. The current culture has led to widespread morale issues. No one cares anymore.

Verizon Global Services leadership turnover continues. This poorly formed and mismanaged organization has been a complete disaster since it started in 2022. The legacy is mostly layoffs, offshoring, chaos and ultimately destroyed lives and careers at all levels. Outside of M&A disasters, VGS must be top of the Verizon list for utter failure. Go beyond!

My lazy manager is losing touch with reality. Suddenly Woke up from a deep sleep after layoffs.
Trying to impose impossible deadlines without understanding or having plan how to get that done.
Should I let it happen or push back ? Or try to talk senses to this person.

1. Sec has had hundreds of people working for years and is a sh-t show. Don’t lay off the Nike IC’s. Fire the leadership and the vendor. Nike IC’s have the knowledge and drive and care about Nike. Posting that system performance is good and everyone cheering is embarrassing, only to have issues within hours.
2. Fire the frontline support managers or only keep the ones that pass an IQ test or a 360 review from their direct reports.
3. Dissolve resiliency team who just fumble through pretending like they’re bringing real AI benefits with egos that take up 2 workspaces.
4. Fire the guy that is apparently sleeping with all the HR folks.
5. Make all the slack channels where people post news articles, sell tickets or peddle their secondhand cr-p only available after biz hours.

Verizon says they want to be customer focused but my boss said that’s BS and only wants sales. He said he don’t give a Frick about making them happy. He wants presidents club

Read about Karan'$ actions.

Hopefully someone in this organization is paying attention around this hen house.

My takeaways - our fearless CEO is just fine if a lot of us quite due to frustration. Major headcount and locations closures coming - call "location optimization" on the call

Leadership seemed to be working overtime to put any negative outcomes on legacy MRC business and the bulk of the positives on the DNOW side

How you are feeling after the recent layoffs and complete change in leadership?

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?

Seeing all the curated nonsense coming from the partner meeting on Amplify, I asked Gemini to share characteristics of a cult. Here’s what it gave me.

“Cults are typically defined by a charismatic, unaccountable leader, high-control, and exploitative behavior, often utilizing thought reform and isolation to create total dependency. Key markers include unquestioning commitment to the leader, intolerance of criticism, and a, "us-versus-them" mentality. Examples include isolation from family/friends and mandatory, constant financial or time commitments. 

Key Characteristics of a Cult

• Charismatic, Authoritarian Leader: The group revolves around a leader who is viewed as the ultimate authority, often a messianic figure, who is not accountable to any authorities.
• Isolation and Control: Members are isolated from the outside world, including friends and family, to foster dependency.
• Coercive Persuasion/Thought Reform:Techniques like chanting, meditation, or intense work routines are used to suppress doubt and force compliance.
• Exploitation: Leaders often financially, emotionally, or se-----y exploit members.
• "Us vs. Them" Mentality: The group creates conflict with wider society, viewing themselves as superior or enlightened.
• No Tolerance for Questions: Dissent, criticism, or doubt is discouraged or severely punished.
• Preoccupation with Money/Recruitment: The group constantly seeks new members and funds, demanding significant personal resources.
• Fear of Leaving: Members often fear reprisals or believe there is no life outside the group.”

Every new manager believes that the only way to show impact is to “start from scratch”. Most of the time they just repeat old mistakes but because they are surrounded by their newly minted hires, no one is there to tell them we tried this 15 years ago and arrived at the same conclusion so you might want to do this and that. This is so painful to watch at times. Forcing out experienced hires to make space for “cheaper” brand new hires only to relish old mistakes and call it new learnings. Not sure if business continuity is any better at Exxon, Shell, and others. And by the way those old mistakes can be very costly.

Dude is such a goober. His loyalty/praise can be bought with a steak dinner and a thermos with your logo on it. Should you fly him out to a print show or investor event, he’ll even provide strategic guidance (see his comments RE: Kyocera & XRX). RS might be a bigger fraud than SB… Psych, Bandywise is the scam artist GOAT!

Last day was 12/19. Completed the separation checklist. Almost.
Turned in concession devices, ID, etc. Except my laptop.
I submitted a request for a box, never arrived. Sent a text to my last manager, they said they would submit another request. That was 6 weeks ago. Still no box, still have this useless junk.
Is this going to affect payment of the 2025 STI?
What do I do with this thing?

There is concerning behavior from a senior leader where employees who do not directly report to him or who question his direction appear to become silent targets — excluded, unsupported, or sidelined. Meanwhile, those who report to him and comply without question seem to receive preferential treatment, even when mistakes occur/No Results. Additionally, there appears to be more visible support and positive engagement toward certain individuals based on personal dynamics rather than performance.
This creates a culture of favoritism, fear, and uneven accountability.

When will we know whether our zip code has to come into the office?

I’m really struggling to understand how the DEI leadership is handling these layoffs. Even after all these job cuts, if the stock price still doesn’t reach $400, what’s the backup plan?
It’s disappointing to see a company that was once run so well end up in this situation. It feels like the leadership has put too much trust in a small inner circle led by DP Koka and his Indian friends, and now those same executives are driving these large-scale layoffs. Meanwhile, they’ll likely walk away with generous payouts, but what about the hardworking employees who are losing their jobs? They didn’t deserve this.
It’s frustrating to watch the company go through this, especially when employees are the ones bearing the brunt of these decisions that don’t give any meaningful results in the long run.
It’s hard to believe the CEO isn’t recognizing what’s happening. It makes me wonder whether he’s disengaged or possibly thinking about stepping away, because the current direction doesn’t seem reassuring.
If DP were to become CEO, I’d honestly be concerned about the company’s future. From my perspective, his leadership style hasn’t inspired much confidence, and I worry about what strategic decisions might follow. Overall, it just feels like the company needs stronger, more transparent leadership right now.

• recently JE’d employee

The misguided leadership of OBD model is dead. No more time wasted on this terd

It's so disheartening to see what a pathetic state we are in, where are we going, what exactly do we want to do?
There are no leaders , there are no lead by example, everyone doing bare minimum thinking they are giving their best, no enthusiasm, no excitement, going to campus is so sad, staying at home is 9 hours of continuous meeting, no output, no value adds.. such a sad state of affair...
Arrrrrgggghhhhh!!!

I wonder how it may have turned out for Crown if Mr Paul Elliott Singer had not reared his head.