#offshoring

Even for people who don’t get cut offshoring adds to my workload so it essentially lowers mu salary. How? Because I now have to coach and fix the mistakes these new “equal partners” make every day. Add that to my regular job. H1B Visas are changing and hopefully offshoring will get hit too.

Layoffs already took place on 9/18, with more planned in 4–6 weeks and again in January—confirmed by someone in HR. The company is steadily offshoring more and more jobs from the US to India, unless a contractual agreement requires the role to remain in the US. For those not billing their time to projects, it’s only a matter of time. This organization is going downhill fast, and it’s disheartening. I honestly wish the government would step in—this is a US healthcare company, yet they’re outsourcing our jobs offshore to people who have no real investment here.

If all these people we offshored these jobs to can only follow a simple script, why even have them? All they do is take a ticket, tell the user to restart their computer, and then assign it to some random engineering group that is only tangentially related, what are they good for? You don't even need AI to do something this simple.

Rumblings of an announcement is expected to occur in the coming weeks. All customer support is headed over seas . SM & below will be impacted. Time for me to put out the resume out before the shtf. Several U.S buildings are slated to be closed within 2026 and head cuts will be announced for fiscal plan.

https://youtu.be/mAf1TWnb6ok

What’s going on with Buenos Aires support center? Will Chevron be able to sublease entire floors by contracting staff in support centers…how will the face to face and relationship between teams work out if your in different timezones, different languages, different cultures..

Was told to expect exit date after 1/1/26. What is going on? Did anybody get earlier exit date? Any update on lay-offs/RIFs/off-shore? What a mess.

I really hate how this company offshores so many roles to Mexico City and India etc. My organization is running thin on people and short staffed. There are hiring freezes still for backfilled roles.

I have offshore people on my team and their quality of work su-ks and can’t understand what they are saying sometimes.

Instead of hiring a senior person in the US TR will hire 2 juniors offshored to other countries? Anyone else see the same thing here?

The bank could bring back 60K jobs from overseas. At least to get some positive publicity which the bank clearly needs. Just saying ......

https://www.msn.com/en-us/news/world/modi-urges-indians-to-get-rid-of-foreign-products-amid-strained-us-ties/ar-AA1N081O?ocid=msedgntp&pc=U531&cvid=68d01daa6b9e4e33a6a6fb3e9134571c&ei=15

After a layoff event people used to take breather and relax, not with this latest one. Feels like hunger games have already started. It must be about the hiring in ENGINE and Buenos Aires.

There’s nothing stopping companies from moving every offshorable job overseas. This policy isn’t about keeping jobs onshore.

O&G companies don’t use H1Bs. Tech companies are the ones who have abused this system. Service workers (cooks, maids, caddies, etc.) are all H2Bs. Weird that they weren’t included 🤔

I like the idea, but all this will do is incentivize and accelerate outsourcing to low-cost countries. I’m waiting to see some EO/legislation that puts a cap on the number of jobs that can be sent overseas, and applies some form of tax penalty to companies that do it.

Just something to keep in mind. It would require entirely different policies to incentivize jobs to stay onshore. OP: @b2+1k5j611kh

One of the EVP is very close to me and mentioned that they plan to move the entire BDR functionality to India. There are over 200 BDRs in the states and Canada. Wonder what will happen to them.

No offshoring / put profits over patient care.

Supposedly Humana is struggling so horrible that ERP and RIFs are necessary.

Raise your hand if you were informed that they sent the corporate Stars associates to Manila to meet face to face with the very company, Shearwater Health, that replaced the Humana associates who did the Stars stuff when the scores were great. Imagine all of those company travel expense reports. This is how Humana's leadership chose to spend money instead of keeping loyal staff.

Machines are being scrapped or relocated
I walked past A shop inspection today and everything is either scrap or got a red cone on it and not right was looking at another rotor shaking his head
Is there a future for the Mancs and how many will still be working here when the rotor blanks come from China as well as the pin caps,bushes,pins,drive shafts and maybe coupling rods

Anyone know what does the new announcement that came for India, Serbia mean? Does it mean(for instance) Indian employees report to their team leads in US? What happens to the off shore managers who manage only employees and or not actively involved in any functional areas?

Verizon's strategy of using technology to become more "efficient" and cut its workforce is harming employee morale. The company's relentless focus on cost-cutting and a perceived lack of value for its employees will, I hope, lead to a downward spiral in public perception.

Verizon is offshoring jobs to India and Ireland and plans to significantly reduce its engineering workforce over the next few years. The company has already completed AI test cases for some roles, indicating a future need for only 10% of the current team. Even more cuts are expected with the development of 6G and a "touchless network." Verizon's focus on short-term financial gains will likely outweigh the long-term public and economic fallout.

Since 2012, Verizon has laid off around 48% of its workforce. These employees had families and friends who most likely used Verizon's services, and I'm sure the company has lost those customers and will lose more with future layoffs. When a company lays off a large number of employees, those former workers will voice their frustration online, damaging the brand's reputation.

It was confirned yo us on an AMER team meeting that Cairo office to be shut, severance to be paid to 180+ employees, plus potential option to move to capgemini... Just like that eh wow.

My heart is just heavy and I contemplated writing this but here goes. When Humana bought out Kindred ant Home and changed to CWHH, that is the very moment that all values went out the door. We lost touch on the most important mission which is to put patients care first and continue to make it our top priority.

They are what makes this company go round, without them, we are nothing at this point. It’s not about the patients any more, it’s the money and greed that always wins. The answer is not to short staff our clinicians that are taking care of the patients and run them ragged to where they have no choice but to work weekends because of their own morals of what’s right and wrong.

That video that was shown at the Town Hall, was shameful. You highlighted it as the nurse cares so much that they go out on their weekends to make sure their patients are taken care, which of course they do, there is absolutely no doubt about that! But have you thought that they are doing it because they have no choice? That there isn’t enough time in the day to get all completed? Is that a healthy work, life balance?

AI and offshoring the authorization dept is definitely not the answer either in my opinion. They don’t understand how quickly authorization requirements can change over night and the teams responsible must shift focus immediately to not delay patient care or how challenging it is to work with another country and teach them how American insurance works when they don’t have it themselves. THEY. DON’T.UNDERSTAND and Humana you have to know this! And they think a bot can do it??? If only it were that easy it works have been implemented already and those that know, really know.

Their vision and mission is out on planet Pluto, guys because it isn’t here. The end of the day the one that suffers the most are the patients sadly. Ratings are terrible because our patients aren’t receiving the best from Humana and they’re speaking out! Word of mouth travels fast. Why can’t Humana lead this company in this economy by showing how one should should be ran instead of “matching the declining market??” Make an example out this and prove to them how it’s wrong. The world is ever evolving, change is good, we thrive on it! You’re just going to wave your white flag because every one else is doing it? Is that what we teach our children?

Maybe I’m too old school but my dad always told me growing up that, “there will be a day that it will be you against the world. But keep true to your word and invite those that you can to your table and you will have an army.” Humana—Take care of your employees, listen to their struggles and how YOU can improve to get them what they need to be successful which in return, makes you successful. Maybe not rake in the millions of $$ a year for once and do right by the greater good and it will all circle back around and come out on top that way.

You can only be better if you do better and lead by example. Spend some time with our nurses out in the field and see how they aren’t taking their lunches or bathroom breaks b/c that impedes with home visits scheduled back to back all day b/c of critical patients and being short staffed. See what time they get home to their own families. Go out to some of your branches and hear their struggles and frustrations and get them the proper resources and tools. A working tablet would be nice for once. Yes, just a simple tablet. The biggest decisions are made at the top without asking any of the employees that are doing the actual work and getting their input. Or is it just what makes the most sense to line their own pockets.

We know our jobs like the backs of our hands and we love our jobs!! WE are the experts here that do this day in and day out.. If they’d just listen and hear us, they might learn a thing or two. Our leaders can and will one day be in these patients same shoes and what kind of care will they expect to receive? Sometimes it’s better to eat crow and tuck your tail between your legs and say hey, “I’m sorry, I messed up. What can we do to be better here?” It’s as easy as grabbing a cup of coffee and having a seat at their table for once and just listen. Have we lost all touch with humanity??

There are no better advocates for our patients than our own here. Most patients have no one to advocate for them, did you know that? Our home health agency is all that they have and the teams that come with it. That should be our mission and vision and it’s no longer that way unfortunately. Be rich, be a millionaire, I don’t care honestly. But be it for the right reasons. Value what you have right in front of you and take care of them and they’ll take care of you. I used to be so proud of who I worked for. Now I’m ashamed to mention it to anyone. And if you do the right thing, I can almost guarantee that it would keep your name out of all the fraud accusations and news articles that we all see.

This is perfectly said and it needed to be in its own thread. I only added paragraphs for readability, but the OP is @b7+1k59rbzhq. Perfectly stated!

The IBM careers site is showing job openings as follows: India 2400+. USA 400+. UK 125+. And although IBM no longer tells the world where it has employees by country, most people are almost certain India took over from the USA awhile ago for the most employees and IBM job growth in India is spiking at an accelerating rate like a hockey stick. I think I read IBM India is over 130,000 and rising fast IBM USA now under 100,000 and dropping fast. What is IBM hiding and why is it not transparent?

I think most people know IBM itself stopped calling itself International Business Machines A LONG TIME AGO. Now it truly is just 3 letters. It is International and it is a company with most of it's employees in India very intentionally.

Nothing against employees in other countries or India etc but facts don't lie.

1. You certainly and legitimately brand IBM as:
   Indian But Mismanaged
   Indian By Mediocrity
   I've Been Misled

No one at IBM there 10/20/30 years (I think IBM wants you there 4-6 yrs now and then kicks you out) should ever be surprised when their manager tells them they have 30 days to find a job internally (in India) and 2 weeks of that 30 days is training you replacement(s) (in India).

I just lost my job with CenterWell Home Health. Just went through this with Optum in January. Auth Dept hit, I'm in Billing/AR and they wiped us out basically. Blindsided. Supervisors, managers had no clue, left in the dark. Oh, that's because they kicked them out the door as well. Good luck offshoring work. They all do such a great job....NOT.

Heard moving to off shore associates. Not just contractors but actual associates working offshore. Anyone else heard of this? I openings just a rumor.

Due to both offshoring and reorgs, this org finds itself overstaffed.

It's incredible how long this is taking to correct.

Most will retain their jobs, but getting rid of the relatively few unproductive folks shouldn't be this difficult.

Wells would rather continue paying salaries, benefits, and bonuses to these people 🤷 🤡

So they are filling 1,000 roles supporting AML in Ireland but laid off a small amount of US associates in the AML space last month

In some cases, the operational decisions made by Oracle directors are completely baffling. They have this pattern of reassigning projects from their U.S. and European employees to offshore teams, which consistently creates major friction.

Initially, our U.S. teams have the clear advantage, but they're quickly outmaneuvered by the sheer size of the offshore teams. This approach severely erodes the trust and confidence employees have in their leadership and their career path. Their contributions are often viewed as ancillary, and they rarely get the proper credit.

It feels like U.S. staff are being brought on board to train offshore teams, only to be deemed expendable once the knowledge transfer is complete. You can see this pattern in meetings: my contributions are significant at the start of a project, but my input gradually diminishes. As a result, I've started to limit my engagement with offshore teams, providing only high-level outlines of the work instead of detailed technical walkthroughs.

Usually H-1b's and Offshore should aid the U.S employees. But it works like snatching the work and more promotions are given to offshore. U.S employees left in limbo.

Yeah, CommScope’s shuffling Temps to MNOP roles and dumping MNOPs into floater limbo reeks of a cheap purge to slash higher wages before Amphenol swoops in at $16/hr entry pay. It’s the same playbook as shipping IT jobs to India—sc--wing loyal US workers for offshore savings and fat exec bonuses.

Acccenture Microsoft DIS ( formally known as N3) is moving ALL their operations to COSTA RICA. They are laying off lots of people. If you are affected because your position moved to Costa Rica you need to report to the government .

Good luck to any field team reliant on the Tyler NOC. Oct 31st is last days.

Do they even want us to work or not? When I arrive at the office, most of my team members have already logged off, since I’m the only one in the U.S. and the rest are in India. At this point, it feels like they’re just trying to tell us to give up

Anyone else expecting layoffs after the India office is made? I’m sure they want to hire them more since it’s cheaper.

As September rolls in and the scent of cinnamon wafts through the air like a passive-aggressive performance review, BNY Mellon’s Executive Committee has declared its Q4 strategy: transformation through seasonal beverages.

Forget earnings calls or client retention—this fall, the path to corporate greatness is paved with pumpkin spice and chai foam.

The CEO’s latest social media post, hashtagged #SeptemberScaries, reads like a motivational poster taped to a severance packet. It opens with nostalgic musings about back-to-school season and ends with a rallying cry for “refocusing energy” and “embracing change”—which, in BNY parlance, means layoffs, offshoring, and a new seasonal drink menu.

“Change happens in big ways, but more often it’s the small moments—the turning of a leaf, the brewing of a latte, the quiet hum of analysts sipping espresso in the halls…”

Translation: Your job may be gone by Halloween, but at least the chai is free.

The Rise of the Pumpkin Spice King
In a bold rebranding move, the CEO has unofficially crowned himself the “Pumpkin Spice Latte King,” complete with a LinkedIn banner featuring latte art shaped like a hockey-stick growth curve.

His followers—mostly bots, interns, and one confused VP from Compliance—have responded with emojis, endorsements, and one brave comment that simply reads: “Sir, is Pune hiring?”

The EC insists this seasonal shift represents “micro and macro innovation.” Macro: offshoring 40% of U.S. roles to Pune. Micro: adding nutmeg to the breakroom menu.
The CEO now opens town halls with a steaming PSL in hand, declaring, “This isn’t just coffee—it’s culture.” Meanwhile, the culture team quietly updates the org chart to reflect the new “Pumpkin Spice Transformation Office,” reporting directly to the Chief Beverage Officer (formerly Head of Strategy).

Perks That Feel Like Punishment: Corporate Actions Edition
To celebrate the season, the EC has rolled out a new perk package under the banner of “Corporate Actions for Corporate People”:

• Free seasonal beverages—but only for those who badge in before 7:45 a.m. and survive the daily stand-up without clueless whining.
• Chai & Change Workshops—where employees learn how to reframe layoffs as “growth opportunities” and “strategic pivots.”
• Corporate Action Loyalty Points—redeemable for branded mugs, not job security.
• Pumpkin-themed performance reviews—where feedback is delivered via latte foam art and your bonus is replaced with a cinnamon stick.
  There’s even a new Teams channel called #SpiceUpYourCareer, where HR posts inspirational quotes over latte photos and ignores all questions about severance eligibility.

Transformation, One Sip at a Time
The EC’s fall strategy deck, titled “Brewing Brilliance: Q4 Acceleration Through Seasonal Rituals,” outlines a bold vision:

• Reduce U.S. headcount by 25%
• Increase Pune hiring by 40%
• Replace exit interviews with pumpkin spice surveys
• Rebrand layoffs as “seasonal transitions”

The final slide features a latte cup labeled “Culture,” with steam rising in the shape of a dollar sign and a tagline that reads: “Transformation is a beverage best served warm.”

Analysts are encouraged to “lean in” to the seasonal shift, which now includes mandatory “Latte Alignment Sessions” where teams brainstorm ways to synergize chai with compliance.

Conclusion: The Brew Before the Boo
With Halloween just eight weeks away, the EC is already planning a “Spooky Synergy” campaign. Rumor has it the CFO will dress as a giant orb (surprise!) —yes, a glowing sphere of transformation—complete with a disguised "five-head cranium" and chainsaws in both hands, symbolizing “cutting inefficiencies” and “slicing through legacy processes.”

Middle managers will be encouraged to wear costumes that reflect their Q4 goals: ghost of billable hours, zombie of deferred bonuses, or the ever-popular “Agile Werewolf” who sprints but never delivers.

But for now, it’s September. The air is crisp, the layoffs are brisk, and the new analysts are buzzing—mostly from caffeine and existential dread.

So dear colleagues ... grab your corporate chai, brace for transformation, and remember: at BNY, change is brewing. Whether you’re sipping from a branded mug or packing your desk, it’s all part of the seasonal strategy.

Off we go…

If it can be worked out of the office then it clearly can be worked overseas.

You fell for it. Thanks for proving that it could be done.

Now that India appears to be aligning with China and North Korea- how long can Ford continue to offshore massive amounts of Engineering, Manufacturing, and Tech work there?

Half of Ford’s global enterprise tech team operates from India.

How can Ford remain committed to India as a centre of excellence?

It’s deeply troubling to see a U.S. healthcare giant that earns its revenue from American citizens choose to outsource the majority of its IT workforce overseas. While this may boost profits, it undermines high-paying domestic jobs and displaces loyal employees who, in many cases, dedicated decades of service. For a company entrusted with the nation’s health, this move reflects corporate greed at its worst, profiteering at the expense of both its people and the economy it relies on.

Step 1 - offshore everything Step 2 - save $ and get big bonus in immediate term Step 3 - take golden parachute and go to next company Step 4 - old company collapses but not your problem, you made tons of money along the way

In the gilded towers of BNY a bold new vision has emerged—one that promises to revolutionize banking by replacing logic with leveraged cost ratios, and employees with AI bots. The mission? A 25% displacement goal so ambitious it makes someone with an unusually large head look like a walking Super Dome.

This is not just a transformation. It’s a crusade. A cost-efficient, culture-energizing, AI-powered march toward oblivion.

RTO: Return to Office or Return to Obsolescence
The EC’s flagship initiative, Return to Office (RTO), is less a policy and more a spiritual awakening—one that beckons employees back to the fluorescent-lit temples of productivity. Not because collaboration improves, mind you, but because empty buildings are bad for optics and worse for lease negotiations.
Employees are given two choices:

1. Return to the office and pretend the vending machine is a coworker.
2. Voluntarily resign, thereby forfeiting severance and preserving the sacred cost-to-income ratio.
   It’s a masterclass in corporate jiu-jitsu: force attrition without triggering WARN notices, all while claiming “voluntary turnover.” HR calls it “strategic realignment.” Employees call it “gaslighting with a badge swipe.”

Leveraged Cost Ratios: The New Religion
The EC’s obsession with leveraged cost ratios has reached theological proportions. Every decision—from layoffs to latte restrictions—is filtered through the holy spreadsheet. If the ratio improves, it’s divine intervention. If it worsens, blame middle management or the interns.
To meet the sacred 25% displacement goal, the EC has deployed a three-pronged strategy:
• Radical Offshoring: Because nothing says “client intimacy” like a 13-hour time difference.
• Real Estate Consolidation: Turn five buildings into one, then fill it with crowded parking lots and free ice cream.
• Geographic Darwinism: Employees must relocate to “low-cost hubs” like Pittsburgh, Lake Mary or “somewhere near a functioning airport in Poland.”
Those unwilling to uproot their lives are gently nudged toward “career transitions,” which is EC-speak for “LinkedIn Premium trial.”

Offshoring: The Great American Job Evaporation Act
In a move that would make Machiavelli blush, the EC has embraced offshoring with the fervor of a startup chasing Series A funding. High-paying U.S. roles are being shipped to India and Poland faster than you can say “knowledge transfer.” Now tell that to your son or daughter with a new Comp Sci degree and a huge student loan!
The rationale? “Global talent optimization.” The reality? A 3 a.m. Teams call with someone who just inherited your Jira board and thinks “Agile” is a yoga pose.
Meanwhile, U.S. employees are asked to train their replacements with a smile, a script, and a non-disparagement clause. It’s like being asked to decorate your own guillotine.

Real Estate: Consolidate, Congest, Confuse
BNY’s real estate strategy is modeled after a game of corporate musical chairs—except the music is a fire alarm test and the chairs are pulled with barely a WARN notice
Entire floors are shuttered, cubicles are repurposed as “collaboration pods,” and thermostats are set to “Arctic Ambiguity.” Employees who once had offices now share hot desks with the ghost of productivity past.
The EC touts this as “space efficiency.” Employees call it “a dystopian WeWork with free Starbucks coffee.”

AI: The Messiah of Mediocrity & Risk
To distract from the mass exodus and morale collapse, the EC has unveiled its pièce de résistance: artificial intelligence. Not the kind that solves problems, but the kind that generates code fixes and sends and endless stream of calendar meeting invites.
AI is heralded as the “game-changing solution” to banking’s future. Never mind that it can’t distinguish between a compliance breach and a cat meme. It’s here, it’s expensive, and it’s definitely not replacing the EC anytime soon.
Investors are told that AI will “energize culture.” Employees wonder if that means replacing the annual bonus with Eliza-generated haikus.

Investor Relations: Fiction Meets Finance
In quarterly earnings calls, the EC paints a picture of a vibrant, energized workforce—one that’s “leaner, more agile, and deeply committed to innovation.” This is technically true, if by “leaner” you mean “unemployed,” and by “agile” you mean “dodging layoffs.”
Analysts and interns nod approvingly, spreadsheets and dashboards sparkle, and stock prices flutter upward like a paper airplane in a hurricane. Meanwhile, the actual workforce is Googling “how to fake enthusiasm in Teams meetings.”

Corporate Absurdities That Deserve Their Own HR Memo
To truly appreciate the EC’s strategic genius, one must examine the absurdities baked into the day-to-day experience of surviving their vision:
• Buzzword Bingo: “Let’s circle back after we socialize this idea.” Translation: We have no idea what we’re doing, but we’ll pretend to have a plan once enough people nod.
• Perks That Feel Like Punishment: Free kombucha on tap—but new high priced benefits premiums and no dental coverage and no payment for unused vacation.
• Performance Reviews by Ouija Board: “You exceeded expectations, but we’re giving you a ‘Meets’ to keep your raise under budget.” “Your leadership score dropped because you didn’t smile enough in Teams meetings.”
• Office Space Shenanigans: Hot-desking in a building with no available desks. Hot seating means stall #3 on the 11th floor. “Collaboration zones” are of course next to the expensive coffee makers because by design this is where innovation happens. Open floor plans are designed by someone who’s never worked in one.
• AI Adoption Theater: “We’re using AI to streamline operations.” Translation: We bought a chatbot that can’t answer basic questions. “We’re training AI on our internal data.” Including the EC’s lunch order history and passive-aggressive “word salad” emails.
• Layoffs Framed as “Strategic Realignment”: “We’re right-sizing the organization.” By removing everyone who knows how the systems work. “This is a growth opportunity.” For the remaining employees to do three jobs.
• Relocation Roulette: “You can keep your job if you move to Lake Mary.” With 10 days’ notice and no relocation support. “Remote work is no longer aligned with our values.” But offshoring is.

Culture: The Energized Mirage
The EC insists that culture is thriving. There are town halls, virtual scavenger hunts, and mandatory quarterly mindfulness fireside chats led by designated talking heads, but when it comes to answering questions about people issues and layoff concerns…. Guess what, sorry folks we’re out of time!
But beneath the surface lies a culture of fear, fatigue, and forced optimism. Employees speak in hushed tones, Teams channels resemble support groups, and “career development” means surviving until Q4.
Still, the EC remains undeterred. After all, nothing energizes culture like a 25% headcount reduction and a chatbot named “SynergyBot.”

Conclusion: The Cost of Cost-Cutting
BNY’s EC team has achieved something truly remarkable: a strategic plan so aggressive it makes a hostile takeover look like a bake sale. Through RTO mandates, offshoring, real estate consolidation, and AI evangelism, they’ve redefined what it means to “optimize.”
But in their quest for cost efficiency, they’ve forgotten one thing: people. The ones who built the systems, served the clients, and made the spreadsheets sing.
So here’s to the displaced, the disillusioned, and the deskless. May your severance be generous, your next job be remote, and your AI overlords be slightly less passive-aggressive.

Chevron Employee here who just went through all the layoffs here. I bet they are going to send IT and other functions overseas. If you are tired of this garbage contact your congressman. It might not help but they need to hear about it.

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

Outsourcing (especially to india) should be carefully deployed in the most low-impact areas of buisness. They shouldnt be taking credit card calls and they definitely shouldnt be involved in engineering.

The only benefactor from this is todays bonus benefitiarys who dip their wallet in the bucket just long enough to miss out on the long term implications.

The most obvious problem is the hopeless disconnect between vital functions at home and abroad. A lot of this circles back to the WFH debate, if half my subordinates are in india, what difference does it make? The only correspondance im receiving takes place after im off, so one response per inquiry per day is the cadance we live by in this lifeless/dry exchange.

Longer term? Systems evolve, grow more complex. Growing pains become amplified becouse yesterdays multinational staff configuration has to be rethought across several teams spanning half the world apart - less flexibility, less room for large scale collaboritive thinking. Again, they wont get todays news until im tucking my kids to bed tonight.

Its an entirely avoidable blight on the company, and the savings at scale are a tiny blip compared to other areas of potential cost cutting, but is such an easy sell/decision for upper management. Whomever leads the way on outsourcing has a relatively secure seat as an SME and high degree of leverage at the bonus table. 2 demensional shareholders will cheer almost anything promising to bring more profits next year.

Make no mistake, this is not benefitial for the long term outlook for the company as a whole.