#legacy

Starting a new thread to keep track of ETIPS layoffs. Layoffs coming for legacy applications, which application / department are you working with? Any layoff rumors? I am with a legacy CRM and we have no work. Pretty sure layoff are coming based on the way my manager is behaving... No meetings , no communication lately.

Anyone know how many were hit and which teams?

Amazing career. Built fds entire analytics business. Quite a legacy.

Without the financial support of the rest of the organization, the bank would have ceased several years ago. This goes all the way back to General Joe, when the growth of the bank should have resulted in changes that were left ignored, resulting in the start of the consent orders. Then, through total mismanagement, the consent orders still remain after 6 years. Several large banks and insurance companies operate under a legacy IT structure even now, with all the downsides to that model. The bright idea of devolving back to that model here will undoubtedly ki-l the patient

Look at the capital one intranet.

The “legacy discover severance plan and spd” just got updated as of May 1, 2026.

They are planning to lay off more legacy discover folks

I'm leaving, and I can tell you right away I won't miss the endless approvals, the ancient systems that break daily, or watching my coworkers lose their minds. I was hired to build new things and spent four years keeping old junk running. This place broke me.

I had a friend who passed away recently who was an exxon retiree. Their family lived into their nineties so he expected to live until at least 85. My friend retired at 61 with 40 years of service and chose the annuity. The annuity was huge and paid them nearly 50 percent of his yearly pay. The retiree expected to live at least 25 years and collect the pension but it was not the case. They only received 6 years pay from the annuity and had no relatives to leave as beneficiaries. If they would have taken the lump sum it could have been left to anyone as beneficiaries. Alight only allows spouses and children to be beneficiaries for the pension. He could have left the lump sum money to his nieces and nephews, friends or even a charity. He was in excellent health and would have lived to an old age but pancreatic cancer took him out. From the time of diagnosis to death was 5 months. Exxon and alight won. Don't make the same mistake as my old friend.

Work life and adulting can feel terrifying if you try to control everything, especially if you are early to middle phase in your career. Continue to do great at your role, irrespective of larger organizational challenges. Take care of your health and family. If you can, mentor a newer employee to give you a sense of legacy. After all is said and done, it is what you are remembered for that will linger.

Never seen so many ppl with main character syndrome at Pearson. Execs trying to pretend they’re not two full moons from collecting their pension at the post office.

More buzzwords than brain cells. AI this, augmentation that - meanwhile they can’t even process a normal human interaction. “redefining the future of learning” but can’t u redefine how to not be insufferable first??

Walking around showing us inside a hotel conference room boarded up with some purple MDF 😂😂 This isn’t Homes Under The Hammer you plastic fool.

Stay humble y’all… or at least stay quiet, retire and hire someone younger who can make a product that sells for once.

Hope your family is proud of your business cosplay grift. What a legacy to leave them.

The most important thing is to collect and destroy all the green crayons, replace them with purple crayons, then sell the devalued purple crayons to a company who wants used crayons and doesn’t have better ones

What is the sense in celebrating 147 years of a defunct company’s “legacy” while replacing all your “legacy” offerings with purple lipstick and nothing new except worse problems?

5 words: Technical Vision, Get Some Fast.

Final date is 04/27/2026. Not all details have been published yet.

Great job to the FIS executive team, looking straight at you, VP Ian McCoy! Be sure to give notes to the Sales Team to sell this success to future clients! Let them know all of the steps that FIS took to achieve this result.

There are still legacy FT employees not hired back. All of that tenured talent wasted right down the drain.

Any impact ?

Microsoft is more bloated than other FAANGs, and is packed with legacy enterprise .NET devs - a skillset that is irrelevent in the AI era

Are about to feel the digital impact. Sounds like “shut down “ conversations are underway.

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.

the fact of the matter is these leaders are not serious people. they allow pockets of legacy people to continue to obstruct progress and not streamline the organization. as long as offices like polaris exist, this stock is heading to $30

What’s his legacy??

Why is he still around? Shankar and Vivek sat on legacy systems for so so long. I remember a struggle few years ago when I wanted us to move to better new backend system but I was shut down saying they do not have budget.

I am pretty sure they wasted millions of dollars on hiring contractors to rip off Verizon.

I’m about 9 months into HCSC. I heard mixed reviews about the organization before I joined. My immediate team is friendly and professional, but it seems the company as a whole is dysfunctional. There is no accountability and no one really knows who does what. I heard before that HCSC routinely hires from outside of the health insurance industry because they can’t attract and retain specialized talent. It appears to me to be the case. It seems like there are a lot of people who have been here for many many years and lots of churn with newer talent.

Serious question—- why do people stay for so long? Doesn’t the dysfunction and lack of leadership get to you? It seems to be to a culture of complacency and sticking to a false narrative than actually trying to run an excellent business.

What happened with the big push to move everything to this “new wonderful tool”? I’ve seen a couple apps move, but it seems that forward motion stopped a couple years ago? Any insight other than funding? Seems we’re paying for both now, Service Now & legacy apps?

And noncore areas that are not aligned to growth, including legacy areas are being significantly reduced and/or eliminated and that includes areas such as business wireline, nondirectional products, technology as well, wholesale, legacy copper and voice platforms and even projects with too long of a payback. So the team has done a great job in finding unit cost efficiency as we build both in wireless and in fiber, cost for prem pass, et cetera. So there's a lot of good work being there, and that helps us get to a lower CapEx envelope, but we're very focused on being very efficient with our capital deployment this year

Looking at this article: https://www.indmoney.com/blog/us-stocks/oracle-layoffs-30000-employees-to-lose-jobs, here are the roles most affected by the upcoming layoffs:

Who Will be Impacted By Oracle Layoffs?

The layoffs are expected to primarily impact legacy software roles and overlapping support functions, while AI, cloud, and core enterprise teams are likely to remain relatively insulated.
Roles likely to face pressure

Legacy on-prem software support
Overlapping management layers
Non-core operations tied to older product lines

Roles likely to be protected or expanded

Cloud infrastructure engineering
AI and machine-learning teams
Enterprise sales and client delivery
Security, compliance, and data governance

This points to a reshaping of the workforce rather than a retreat from growth.

Head of UX Design at Strategy & Transformation was dismissed this week. Role terminated immediately. He clearly won’t be missed considering his reputation and poor legacy. What other senior roles at S&T were impacted this week?

Will anybody remember me?

As Perrigo continues to slide despite laying off hundreds of people and affecting many families they are now advertising that they will give 52 weeks pay to anyone who stays on at the Vermont site until 2027. Considering long term employees received 1/4 of that (or perhaps nothing going forward) its shameful.

https://www.samessenger.com/news/business/perrigo-georgia-hiring-operators/article_f845eed2-e6d4-400f-b38b-591e6ba0a29f.html

with the latest AI tools, people can develop a payments application in 10 minutes...
How do they explain having so many people in the office 24 x7 , and supporting old terrible products for years. any logical explanation?

They block all these AI tools from office laptops!

I’ve noticed how 3M is moving more into high-tech areas like advanced materials, semiconductors, and healthcare innovation. It makes me wonder if some of our older divisions are starting to lose relevance.

From my point of view, a few areas that might be showing their age include:

1.  Office Supplies (Post-it, Scotch)
2.  Automotive Aftermarket
3.  Personal Safety Equipment
4.  Home Improvement / DIY
5.  Traditional Industrial Abrasives

These are still strong brands, but growth feels limited compared to newer opportunities. Maybe it’s time to streamline and invest more in technology-driven sectors.

What do others think — are we holding onto too many legacy businesses, or do these still have a strong place in 3M?

What is PS legacy. Here are a few

PLC
ELT
SBU
DEI
Deep Sector
Cloud
CUSIP
Hiring Success
Stock/Shareholder performance

I just hope someone posts the decision purely driven by shareholder returns, what a shameful way to ruin a great Canadian company

Congrats to the management team in Australia, Retired and soon to be retired.

What a legacy to leave

TIAA is ruining career prospects for me. We use outdated legacy tech and things move so slowly. We have to learn tremendously outside of the job to even have a chance getting a better job. Please beware of the consequences of working here. What you think is normal here is actually insanely disorganized.

MW has been making the circuits in the media trying to act like an American Hero. His legacy is already "The Layoff King". In one interview he said he wanted to be remembered for balancing priorities. He only balanced his own checkbook and sold the future of Chevron and its employees to do it!

I thought the Innovation without disruption strategy made a lot of sense and was confident it going to work, especially with the hybrid connect strategy (allowing legacy systems to connect into new cloud services/analytics seamlessly). When PD came on as CEO, that seemed to quickly change, and any legacy seemed to become a bad word to be thrown away like garbage. I investigated what PD did at previous CEO role at Aspect, and it seemed to be a complete distain for anything legacy there as well. Only now, I see that company (Alvaria) seems to recognize the mistake and trying to restore Aspect legacy as a business after it was decimated by PD. AM seemed like a pretty smart guy and the team under him as well. They all came up with this Innovation without disruption strategy (after actually talking to customers) and I thought it was going to work. I am disappointed that the company is being flushed down the toilet now by PD.

With the massive cuts and loss of so much talent and are we setting ourselves up for complete failure in the not so distant future? Accidents are already sky high and we haven't completed the understaffing measures completely. Guess Mike doesn't care about his legacy and wrecking a historic company.

Any one in EBS, Siebel, Peoplesoft, JD Edwards impacted ?