#management

You are a top performer who genuinely cares about your job and your customers. You strive to improve yourself each year, yet you can still be let go without any warning!

I’m relieved that I haven’t invested more years in this place; it feels like a blessing. I realize now that I was foolish to dedicate so much of my time and weekends to work. It still hurt but I would never go back to this environment. One of the worst place I have worked at. Management is a total joke. Only my coworkers were wonderful. Always have a backup plan and upskill if you are still there. I'm glad I have not wasted 10 years at this place….

LE quote from the results call today

“ Well, I think we have substantial advantages because we are an infrastructure company and we are an application company. There are 2 things that happen. As an application company, we needed -- we knew we had to start generating our applications. We just couldn't do it with armies of people anymore. We still need people, don't get me wrong. But the number of people we need is substantially less. And we can build/generate much better applications than we can hand build. And we've been working on these AI application generators for some time, and we're actually using them.”

Might explain the rif. But has anyone seen these magical application generators that will replace the Fusion devs at scale and with security and zero bugs while not breaking anything on a deploy?

Anyone want to comment how we won’t miss the dearly departed staff?

Long story short, there is going to be significant changes, at least the mail suggested that, anyone's got any clue??

Does anyone have any info on all the field upper management being at Houston this week?

Just wow. Speaks volumes about this company

Allegedly he stayed under $5000 per purchase on his company Amex card. The MO was purchasing and selling tool sets. His boss must be in the hotseat. No doubt an audit is ongoing. I guess one way to "layoff" employees is to root out crooks. This does not reflect well on any level of Medtronic management. I was concerned about the management turnover in purchasing at NH over a decade ago. How can you spot potential corruption from a revolving door? My boss, the General Counsel, shrugged off the concern. Not his department- until it is. I was regarded as a PITA because my actual experience running real businesses taught me you had better mind the till, or any other business asset that is fungible.

For some reason, the ELT has never concentrated on achieving true excellence in the fundamentals of the traditional oil and gas business. By that, I mean the essentials: negotiating contracts with governments, identifying and fixing the root causes of exploration failures, and maximizing resource recovery with efficiency.

Instead, the focus has drifted toward chasing the latest “shiny object.” At one point, we branded ourselves as a technology company that just happened to operate in oil and gas. Then came waves of emphasis on digital, leading performance, competitive performance, AI, and now data centers. It often feels as if leadership is embarrassed by the industry itself and compelled to dress it up with fashionable labels.

Yet for all this rebranding, I have not seen a single truly transformative solution that changes how we run the business. If anything, we’ve simply repackaged what we already do into newly invented categories. Fundamentally, nothing has changed.

After a few years at Oracle, I was let go, not because of performance but because of this AI nonsense. Still, I’m not surprised when I took this job, I knew this company didn’t care much about their employees, but I was happy to have a paycheck and lucky to pay my bills. I'm just very disappointed…

Below are a few takeaways:

My coworkers were amazing. Everyone was great to connect with.
Significant amount of training..
Compensation was below average, but it paid the bill.
Great healthcare.
Work from home.

The negative:
My management was mediocre. Some teams had great managers, but mine was a total disappointment. All he cared was to look better for his director.
No raise, work harder. No one get a raise.
The amount of work to meet your metric was nonsensical. Always under the g-n!
I worked over the weekend to do a great job, and that is the thank you!!
You learn a lot in the first year, but you get stuck in a role you will never move up!! Your skill get stagnant.
The manager only selects a few for a raise.
Manager control the amount of work you get and purposely try to sabotage you it seems. No transparency.

Bottom line
I'm sad I'm gone, but it's better I deal with this now, than waste another five years of my life in this company which I would have done.

I see many posts asking if the layoff will be over.
Be realistic with yourself. Oracle will lay off more people next year to fund its investment in AI. It's a high-debt company, and they need to trim peoples. All you can do is have a safe backup plan and upskill. Don't work hard for this company!

Oracle is all about cutting cost now, and to increase its stock value. Their new Ai platform is already a total mess. They don't care about their customers or improving their tool set.

Maybe I'm wrong with all of this but that my interpretation.

Wish everyone the best!!! Don't stay too long there!!!!

They are handling employees so much better these days. It must be some management change or strategy change

Front line RSM Nov 2.

Do your managers help you make calls?

I only see the severance package being offered to VPs and below. Is there any sort of similar options for SVPs and above? Or would they have to leave without a package if the RTO doesn't work for them? Just curious.

Multitude of high performing ICs are gone while the 6/7 layers of management fat prevails, almost untouched. Hearing that “managers in the next round” for years and years but nothing changes. The spectacularly d*mb , incredibly political and waste-of-space low- and mid-level managers in technical sales are strutting around our U.K. like they are the cat’s a$$ and own the place. Nice selfies from parties at Vegas on social media too. Nothing will change because they have a Patel God. It’s disgusting how deliberately the U.K. org is being decimated for the last 5 years.

If you had no promotions in the last 3-4 yeas, then this year will be a good bye year for you, this is applicable mostly from the Manager levels, that will be one of the criteria to measure your performance.

Restructuring will blow away many delivery managers, VPS and leadership level that are just busy on internal meetings will be the other area of nailing down

4th quarter will be a painful period for many many..............

( One of my close friend at leadership level at Texas that had 27 years of experience told me the above points a month ago and quit just last Friday and that time I didn't believed him and thought he is a stupid, but now I see how wise he is)

It’s quite obvious that the stank is being slowly pushed out of AT&T. If the company fired him, the the stock would tank.

At&t you put billions of dollars in a man that doesn’t understand basic supply and demand? Please see the reference the T-Mobile model. Stupid is, is what stupid does.

We are back to back with calls and we see a group of L2 managers posting memes and mocking each other in the chat room. L3s please make your managers work just like we are.

Endless loop until bad management is removed or stock goes to 0

Management cost cutting and offshoring to increase profit —->>> stagnating platform and increase incidents —>> stock drops —>> more cost cutting and offshoring to increase profit

Had a 1:1 on Tuesday AM. It was labeled "Sync: Discussing Updates." Next thing I know, I'm read a script being laid off. I was told after this, my manager was laid off.

DXC management say they want to make working practices easier, sinot sure when requesting RTA’s the approval approvers have gone from 3 to 6 all the way to the top. How us that making things easier and more effective management?

WIthout doxxing myself, the gist of the story is that after a reorg, the incoming management are power grabbing shitstains that blatantly grabbed the work that was done, virtually demoted a few people by bringing in their own people (the demotion was by way of reduced responsibilities and effective sidelining). Some emails with leader(s) exist that can clearly be construed as retaliation for speaking up in the face of wrong plus witnesses. Though not all them might speak up fearing for their career at Citi but one or two definitely will. Power grab was repeated without repurcussions

I know HR is useless and will either protect and/or try to brush it under the carpet. Don't want to pursue outside legal options. What other inside resources exist? Obviously, the shitstains don't care about any consequences as they have gotten away with this before.

In accurate reporting on powerBI for inbound receipts for backstage. It reflects that we are getting 10 cartons and we get slammed with over 90 cartons. Hours only reflect for the 10 cartons. With pipeline is going away I have reported this upwards and have gotten no response. Anyone else having this issue?

https://www.theguardian.com/business/2025/sep/03/shell-scraps-construction-of-biofuels-plant-in-rotterdam

This one will be for the lower level managers with less than a certain amount of employees under them. This just came out from an upper MGMT meeting.

When I worked at Fannie 10+ years ago, there was the Manager->Director->VP hierarchy. Now when I check LinkedIn, there's Manager, Senior Manager, Director, Senior Director. And a lot more people appear to have those titles. Why did they make that change? Seems like too many managers and directors.

Part of being a good manager is knowing when to call it quits. Lots of these managers are just riding their time out and the problem with this is they aren't taking care of their people or making a positive impact on anything or anyone. Time to move out if you are in this boat. Open opportunities up for others.

Are you on “the list”?

I'd not have believed the rhetoric if I hadn't first hand witnessed manager blocking my promotion, sidelining me into oblivion to clean up the mess in another squad.

What is the point when managers are shutting down actual performers to give opportunities to less deserving individuals just coz they're in the same region as the manager????

Most senior leaders already know their roles. Some were informed months ago, others more recently.

Mid-level managers were notified last week about changes to their teams below a certain level. They received updated reporting structures and job titles for their direct reports. If any team members were being let go or given a choice regarding their role, those individuals were not listed.

Managers were simply told that they had someone affected, either through termination or an offered option, without further details.

The conversations with affected employees are being handled at higher leadership levels.

All conversations start on Tuesday. For people managers with larger teams, this may extend to Wednesday.

If no communication is received on Tuesday, it’s a strong sign that the role remains unchanged. If you also don’t hear anything on Wednesday, your position may depend on the decisions of others who were given options.

Fast follows will happen Thursday through Monday based how exits and option decisions unfold, as well as how leaders want to structure their teams.

I’ve heard from multiple sources that some entire functions, or nearly entire functions, will be wound down. The affected functions will not surprise anyone.

They got me reporting to 2 managers, and fielding requests from the layer above them. Each of them wants to have a 1:1, each wants a status update, each is dead weight that gets in my way from being productive. They really need to do away with management and make those with the most knowledge just rise to the situation at hand. Such a waste of shareholder money. They also need to start firing these Indians who email 600 people for the smallest task they completed, only email people directly involved. The manager of these people should be fired.

Does your immediate manager has a say, who to let go

Google AI: Medtronic Org structure is very deep, not flat. Will EM involvement drive middle or senior level of management layoff?

AI answer:

Involving activist investor Elliott Management (EM) at Medtronic is likely to drive layoffs at both the middle and senior management levels. While middle management is most vulnerable, senior management is also at risk due to a culture of long tenure and deep hierarchies.

-- Layoff risk for middle management
Middle management is most likely to be targeted in a push for a flatter, more efficient corporate structure.
Elliott's history: Elliott has a well-documented history of pushing for aggressive cost-cutting and workforce reductions at companies like Southwest Airlines and AT&T.
Operational inefficiencies: Medtronic has a deep, bureaucratic hierarchy with "excessive bureaucracy" noted in employee reviews. The newly formed Operating Committee, influenced by Elliott, is tasked with improving cost discipline and efficiency, which often means streamlining the organizational chart and reducing redundant management layers.
Redundant roles: Restructuring often involves pushing accountability down to the operating units, as CEO Geoff Martha has previously attempted. This makes layers of middle management that are not directly tied to revenue generation more vulnerable to elimination.

-- Layoff risk for senior management
While less common, senior management is not immune to restructurings influenced by activist investors.

Challenging the status quo: Elliott's approach challenges the "entrenchment of long-tenured executives" that can characterize large, stable companies like Medtronic. Elliott can advocate for leadership changes and board reshuffles, including CEO replacements.
Holding leaders accountable: The new board committees will hold senior leaders more accountable for the performance of their portfolios. The potential for divestitures and strategic shifts driven by Elliott puts the leaders of underperforming or non-core business units at a higher risk of being replaced.

Reshuffling and departures: The creation of new board committees and the shifting strategy often cause high-profile executives to depart, as seen in the recent exit of Medtronic CFO Karen Parkhill.

Potential outcomes

• Initial reductions: The process will likely start with cuts to operational and supply chain roles, as has already begun.
  Later-stage management cuts: These will be followed by more strategic trimming of middle and senior management roles to create a leaner, more agile leadership structure.
• Varying impact: As CEO Geoff Martha stated in a past restructuring, the impact will vary across teams, regions, and countries. Some departments, especially those tied to specific functions like manufacturing and supply chain, will see heavier reductions.

In summary, Elliott's involvement and Medtronic's focus on profitability will likely result in layoffs affecting both middle and senior management. While middle management is most at risk from cost-cutting initiatives, senior leaders in underperforming portfolios or those whose roles are deemed redundant will also face significant scrutiny and potential elimination.

Google AI: EM board members are hired to 2 boards within Medtronic. With EM's involvement, which business units will be likely pushed to improve the profitability? any chance of spin off more business units?

AI generated answer:
In August 2025, after engagement with activist investor Elliott Investment Management (often abbreviated as "EM"), Medtronic appointed two independent directors
John Groetelaars and Bill Jellison and created two new board committees. These new committees will target profitability across all business units, and further spin-offs are a significant possibility.

The new directors' backgrounds point to a focus on operations and portfolio management:

• John Groetelaars is a veteran medtech executive with experience in mergers and acquisitions (M&A).
• Bill Jellison is a seasoned finance executive with a background in operational improvements.

Business units targeted for profitability improvements

The newly formed board committees—the Growth Committee and the Operating Committee—will apply scrutiny to all of Medtronic's business units. Based on past performance and strategic reviews, the following portfolios and divisions are most likely to be pressured for margin improvement:

1. Medical Surgical Portfolio: This unit saw a decline in reported revenue in FY25 and only a modest organic increase. The Operating Committee will likely focus on improving efficiency within its global manufacturing, supply chain, and operations to boost margins.
2. Specialty Therapies (within Neuroscience): This division experienced a decline in organic revenue in Q1 FY26, in part due to challenges like volume-based procurement in China. The new directors will likely push for a more effective strategy to address these market-specific headwinds.
3. Cranial & Spinal Technologies (CST) (within Neuroscience): Although CST is generally a strong performer, the Growth Committee will look for opportunities to optimize its performance, possibly through more strategic tuck-in acquisitions or by better leveraging technology like the AiBLE™ spine surgery ecosystem.

Chance of more business unit spin-offs

The appointment of these new board members and the creation of the Growth Committee, which is explicitly tasked with evaluating "potential divestitures," significantly increase the probability of further spin-offs.

Evidence of activist influence: Medtronic's moves came after "constructive engagement with Elliott". Activist investors like Elliott Management are known for pressuring companies to sell or spin off underperforming or non-core assets to unlock shareholder value.

Successful model for spin-offs: The diabetes spin-off is a template for how Medtronic can create a more focused, higher-margin portfolio. It has already been deemed a successful strategy that improves margins and earnings per share.
Potential candidates: Any unit that underperforms on profitability or operates with a different business model could be a candidate for divestiture. This includes:
Less profitable parts of the Medical Surgical portfolio: If profitability doesn't improve, parts of this portfolio, which has underperformed its peers, could be on the block.
Sub-units within Neuroscience: While neuroscience is a high-growth area, specific sub-units with lower profit margins could face scrutiny.

The next significant milestone will be the Medtronic investor day in mid-2026, where the company will detail the work of the new committees and likely provide more information on its long-term strategy.

Are there director and VP level individual contributors?

This isn't meant to jab at anyone...honestly, just want opinions on the CM3s MLs etc.
Has this extra level of management made working in the stores, getting books and things done easier or more complicated?

Our team is a mess because no one is keeping things in line. Personal drama takes over, but we still scramble to meet goals by working extra hours just to stay off the radar. People are tense, worried about job security, and it is draining to walk into this every morning. Proper management could fix so much, but no one steps up.

There are so many people here with big titles who barely lift a finger. They cover for each other and make it impossible to clean house. If they ever got out of the way, we could probably fix a lot of problems in no time.

I’ve watched good people suddenly get nitpicked to death, with every small mistake magnified and every project second guessed until they finally give up and leave. It always feels personal, not professional. Nobody turns from an exemplary employee into a bad one overnight, even though management sometimes tries to make it seem that way. I’ll be honest, I’ve been walking on eggshells to avoid the same thing happening to me.

Need tips.

Layoffs are something that happens everywhere, we're not special in that regard. And I still think this is a decent job if you're lucky to have a good team and a good manager. Just my 2 cents.

If management had to spend even a single week working under the same strict rules they’re pushing on us, they’d see how unrealistic and counterproductive they are. It’s easy to make policies from an office far away, but when you’re the one dealing with constant pressure and impossible targets, those rules just don’t hold up. Maybe if the people making these decisions actually experienced them firsthand, they’d think twice before rolling them out.