#legacy

ACN moving from AI To Fox Pro, Dabse Plus technologies that were ruling the world in late 1980's, J is also thinking about Mainframes and AS 400 as other alternatives. Please dust your skill set, this clown will do anything before she quits in september 26

You guys got your VTP.

We're still waiting for our ESB or ESRO here in CWA D9.

Lee Raymond, Who Created Exxon Mobil, Dies at 87

He oversaw Exxon’s acquisition of a rival, cut costs relentlessly and denied the scientific consensus on climate change.

Lee Raymond, the chairman and chief executive of Exxon Mobil Corp., at a news conference in 2005. A former high school debating champion, he was known for making withering remarks to those who challenged him.

Lee R. Raymond, who as chief executive of Exxon Mobil wrung out costs to make that global oil company the most profitable in its industry while stoutly resisting the scientific consensus that burning fossil fuels was causing a potentially disastrous warming of the Earth, died on Saturday in Dallas. He was 87.

His death, at a hospital, was confirmed by his son Colin, who said the cause was complications of pneumonia. Mr. Raymond’s agreement in 1998 to acquire Mobil — a transaction valued at about $81 billion, then the largest corporate merger ever — created the world’s biggest private-sector oil company in terms of annual
sales, operating in 200 countries. The deal reunited the two biggest parts of John D. Rockefeller’s Standard Oil

Trust, sundered in 1911 by federal trust busters in an effort to spur competition. During his reign as chief executive, from 1993 to 2005, Mr. Raymond relentlessly cut costs, including eliminating a third of the executive jobs after the merger, and helped boost net income to $36.13 billion from $4.8 billion. The company’s market value increased fourfold to $375 billion.

Mr. Raymond shunned publicity. There was no discernible effort to make him seem endearing or personable to the general public or even to his own employees. He was known for making withering remarks in response to questions from employees or investment analysts. “What you’re hearing today may seem boring,” he said at an analyst meeting in March 2005. “You’ll just have to live with outstanding, consistent financial and operating performance.”

At company headquarters in Irving, Texas, he worked in a hushed office suite known as the God Pod, where a painting of a tiger hung behind his desk. Some employees nicknamed him “Iron A-s,” according to “Private Empire: ExxonMobil and American Power,” a 2012 book by the journalist Steve Coll.

Before Mr. Raymond became chief executive, his biggest public role was taking charge of the company’s response after the Exxon Valdez tanker ran aground on a reef in Alaska’s Prince William Sound in March 1989. The accident spilled 11 million gallons of crude and blackened 1,500 miles of coastline. Mr. Raymond, then Exxon’s president, oversaw the cleanup and, in 1991, helped negotiate a $1 billion settlement of federal and state legal charges arising from the spill. He accused environmentalists and politicians in Alaska of making the disaster worse by refusing to let Exxon spray chemical dispersants on the oil slick shortly after the spill.

In 1994, a federal jury in Anchorage ordered Exxon to pay $5 billion in punitive damages to about 34,000 fishermen and other Alaskans who said they were harmed by the spill. Exxon appealed, leading to another 14 years of litigation.

In a 2008 Supreme Court ruling, the damages were reduced to $500 million.
In the early 2000s, as BP and Chevron courted public favor by touting their investments in alternative energy sources, Exxon took a hard line against government restrictions on fossil fuels and funded research challenging the consensus on global warming.
Mr. Raymond, a former high school debating champion who had a Ph.D. degree in chemical engineering, considered himself a scientist with standing to question that consensus. In a 2005 interview with the public television host Charlie Rose, Mr. Raymond said there was a “natural variability” to temperatures on Earth over
millenniums. “If we weren’t here, the climate would change,” Mr. Raymond said. “It has to do with sunspots, it has to do with the wobble of the Earth, and it has — there are all kinds of things that come and go. If you talk to a geologist, he will tell you the Earth, over its history, has been much warmer than it is now and much colder.”

Because wind, solar and other alternative energy sources were costly and could not replace oil and gas in the near term, he argued, Exxon should focus on finding and pumping more oil, including, if possible, in the Arctic National Wildlife Refuge in Alaska.

Environmentalists regularly denounced Exxon. “There is a spectrum of corporate behavior on global warming and Exxon is the epitome of denial and deception,” Kert Davies, then the research director at Greenpeace USA, told The New York Times in 2005.

Mr. Raymond also resisted corporate trends toward greater acceptance of g-y rights. After Exxon acquired Mobil, the combined company rescinded Mobil policies banning discrimination on the basis of s-xual orientation and ended a practice of providing benefits to same-s-x partners. The moves prompted some g-y and le----n drivers to boycott Exxon service stations.

Under Mr. Raymond’s successor, Rex Tillerson, Exxon Mobil adopted more inclusive policies and acknowledged that human activity contributed to climate change.
Mr. Raymond seemed unbothered by the unpopularity of his views. “I’ve never had a focus group to decide what my persona is out there,” he told The Wall Street Journal in 1997.

Nor did he wish to discuss his personal life. During a court hearing on the Valdez oil spill in the 1990s, an Exxon lawyer asked Mr. Raymond to sum up his background. “I hope this doesn’t get too boring,” Mr. Raymond said. “It kind of bores me.”

Mr. Raymond, center, addressed shareholders during an Exxon annual meeting in 1989. Nine years later, he oversaw the agreement to acquire Mobil.

Lee Roy Raymond was born in Watertown, S.D., on Aug. 13, 1938. His father, Clifford, a railroad engineer, encouraged the young man’s studious ways. In the 1997 interview, Mr. Raymond recalled his father’s alluding to a lack of opportunities in South Dakota and saying, “You have to get an education and get out of here.” After excelling in high school debate and extemporaneous speaking, Mr. Raymond enrolled at the University of Wisconsin and graduated in 1960 with a bachelor’s degree in chemical engineering.

He married Charlene Hocevar in 1961. They had three children, male triplets.
In addition to his wife and son Colin, he is survived by two other sons, John and Rob; and seven grandchildren. Mr. Raymond earned his doctorate in chemical engineering at the University of Minnesota in 1963 and joined Exxon the same year as a production research engineer in Tulsa, Okla. He later headed operations in Venezuela. In the mid-1970s, he impressed his bosses by turning an unprofitable refinery in Aruba into a
reliable source of profits.

After returning to the United States, he headed Exxon’s nuclear power business and oversaw the sale of a subsidiary selling office equipment, including Qyx electronic typewriters.

During his 12 years as chairman and chief executive, his compensation totaled more than $686 million, or $144,573 a day, according to an analysis done for The Times by Brian Foley, an independent compensation consultant.

That compensation amounted to “entrepreneurial returns for managerial conduct,” Charles M. Elson, a corporate governance scholar at the University of Delaware, told The Times in 2006. “Exxon was there long before Mr. Raymond was there and will be there long after he leaves. Yet he received Rockefeller returns without taking the Rockefeller risk.”

An Exxon Mobil spokesman at the time said Mr. Raymond’s performance justified his pay. Mr. Raymond was a director of JPMorgan Chase & Co. and its predecessor, J.P. Morgan & Co., for 33 years before stepping down in 2020. He also was on the board of the American Enterprise Institute, a conservative think tank in Washington.

His hobbies included duck hunting and golf. In a 2013 interview with Investor’s Business Daily, he recalled having made three holes in one. On the corporate jet, he liked to drink milk with popcorn in it, Mr. Coll reported.

One of Mr. Raymond’s sons, John, co-founded Energy & Minerals Group, a private equity firm. “My father gave me three things,” John Raymond told The Journal in 2014. “He gave me work ethic, he gave me a good education and he gave me no money.”

Though Lee Raymond was known for his pugnacity, he had a softer side, according to Mr. Coll’s book: “He could be fiercely loyal to ExxonMobil colleagues and sometimes wept openly when subordinates faced illnesses or other personal struggles.”

Caught your attention. Sunday afternoon news flash. Legacy SWN staff in Spring slated for layoffs to make room for legacy CHK staff moving from OKC. The ultimate in Corporate America déjà vu!

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.