#organizationalchange

The slow pace of widespread job replacement by AI is not a reflection of AI's capability, but a direct consequence of organizational dysfunction. Current "agentic AI" systems are only as effective as the structured workflows they execute.

The reality in most legacy corporations like Verizon is a landscape of fragmented, siloed organizations operating under conflicting Key Performance Indicators (KPIs). This structure is the root cause of systemic inter-departmental conflict and blame-shifting.

An AI agent does not engage in finger-pointing; it issues a clear error code indicating a break in the designed workflow. Crucially, that error will persist until the systemic gaps are reconciled and the workflow is made functional. Many legacy companies are littered with years of broken processes, often obscured by anecdotal reporting, polished presentations, and manipulated performance metrics.

These old habits will fail when faced with systems built on hard, fast rules.

Therefore, the initial push for corporate restructuring—the mass simplification and removal of organizational layers—is not just about efficiency. It is the necessary preparation. Once these fundamental workflow gaps are addressed and optimized, the corporate architecture will be ready for large-scale agentic AI implementation. The organizational cleanup precedes the technological deployment. Get ready for the next phase.

Silence is all we hear. Org changes all over. What’s happening?

During a recent leadership call, T-Mobile’s new corporate team announced that major organizational changes would be implemented by mid-January. The message was delivered with an unusual emphasis on “emotional intelligence,” as leaders reminded employees to manage their feelings throughout the transition. To many on the call, this advice came across as tone-deaf—almost dismissive—especially given the real possibility that these changes could dramatically affect workers’ livelihoods at a time when the cost of living continues to rise.

For employees already feeling the strain of inflation, uncertainty, and demanding workloads, being told to focus on emotional intelligence felt like an indirect admission that little consideration was being given to their actual well-being. Several team members interpreted the message as a clear signal that T-Mobile’s leadership was more concerned with optics than with the human impact of their decisions.

Some employees openly expressed frustrations, stating that working for T-Mobile since the merger has “been the pits,” and that they no longer find joy or purpose in their roles. Morale, once a hallmark of the company’s culture, has eroded. What was once marketed as an energetic, people-first workplace has increasingly begun to feel, to many, like a corporate machine asking for more while giving less.

As January approaches, employees are left navigating an atmosphere of uncertainty—hoping for the best, but bracing for changes that may once again redefine not just their work, but their way of life.

While the leadership took this one big unpopular decision , i really hope they flatten the org structure as well

I doubt if most people leaders do enough work compared to an individual contributor.

Mostly they just create unnecessary recurring meetings, present useless slides and cascade down a word vomit of useless jargon

We need more doers in the company and less talkers

Jamie Rutledge is on a mission to drive delivery off a cliff. The minions he has hired (Michele Moesman and his direct reports) are the foot soldiers in brute forcing the implementation of “industry pods”. Highly efficient teams being broken into the POD model, manages have no clarity on their roles, such as big org change being done without any due diligence. All in the name of driving productivity. Jamie’s minions think that using “Agentic AI”, we can eliminate manual work. Kyndryl is sadly becoming another Indian IT provider under the current leadership. Kyndryl is driving off a cliff, and I dont see any skid marks.

So with FPAS being consolidated into corporate FP&A, what was the point of coe finance transformation to begin with? It just goes back to finance like nothing ever happened? Finance is always chasing everyone else for savings, while untold millions were spent on overlapping roles and chaos for years with no accountability or sensible organizational structure. It is a travesty what has happened to so many careers over the years as a result of costly misalignment among the finance leadership. There could really be a full case study on it.

Only 9 Senior Leaders listed in the email sent out by VCG CEO…?

Is the “significant organizational change” in the room with us? There was more than 9 RIF’ed on my 50 person team.

What a scam this “new” leadership is

Looking at the FIS quarterly report, FIS has paid out $205 million in severance this year compared to $34 million for the same period last year. Also there is a comment, "The Company continues to evaluate its organizational structure and expects to
incur additional severance costs in the fourth quarter of 2025." I wonder how many people that equates to?

AD told his team Monday the organization would have a 20% cut on Thursday. Said he didn’t know who, but told the team to be prepared for what is coming.

So the big "integration" of the Network orgs is going just super. The two SVPs who now run the combined mess apparently can't figure out what to do with us. Heard through the grapevine they just hired a big-name consulting firm to "evaluate the organizational design and operating models."

The kickoff meeting was yesterday. Feels familiar, right.

This seems to be the classic move when leadership doesn't actually have a plan. They pay a few million to a bunch of people who don't understand our business to come in and tell them what to do. The word is they're going on a "listening tour." They'll probably make a bunch of pretty charts and graphs that basically say we have too many people doing overlapping work.

It looks like a way to get cover for the cuts they already wanted to make. Now they can say "the data suggested" we need to streamline. The whole thing has that distinct passive-aggressive vibe. Instead of just making a tough call, they're bringing in a third party to do it for them. It's like they ordered a pour-over at a coffee cart and then asked the barista to taste it first to make sure it's good.

Maybe I'm just being cynical. An outside perspective could actually spot some real inefficiencies, I guess. But let's be real. This is likely just the first step. If you're on a team that's been a pain to get resources for, or your projects have been in "wait and see" mode since the SVP shake up, I'd be updating the resume.

This is usually how it starts. Heads up.

It's been leaked internally that the long term plan for APLA is now finalized.

CS WILL BE PROMOTED to chief strategy officer join me in congratulations on this big announcement for them.

APLA will be absorbed into apac and north America.

North America and latin America will become Americas.

Greater China will become Asia Pacific.

This leaves just three geos which will make things faster, most noble and efficient.

AMER
APAC
EMEA

Im really happy about this change and think it's a great move for everyone.

Anyone have any idea what this is coming at 1600 today? (Tues 11/18/25)

Just randomly popped on my calendar, zero context or clues. No message or agenda included.

The gist I took away was we’re centralizing more engineering in the US, using tech centers more and only staffing manufacturing sites with under potential 30 types. I’d expect when the current batch of lower potential 26-29’s get told they’re stuck, the “redundancy” problem takes care of itself.

Most of the Value brands are performing well, and Nancy’s promotion seems to confirm that success. But with the massive layoffs hitting other parts of Verizon, will Value teams face the same wave or will cuts actually reflect organizational performance this time?

Unclear if it’ll happen this year since on the ML town hall, he said no but shareholders like to see people’s livelihoods go away so may happen. What do yall think?

Also some audit is going on where they are moving people under one or two people back to the top layer. Why would they be doing that? Flattening the org so to speak.

To: All New Global FE MCP Team Members
From: FE Leadership

As part of the ongoing ENGINE MCP transition, FE leadership has reviewed and confirmed the strategic direction for the Global FE MCP Teams.

Please note the following:

• The current team structure is intended as a temporary support mechanism to facilitate the ENGINE MCP transition, rollout and execution.

• This initiative is designed to streamline operational processes, including the progressive reduction of staff, in alignment with broader organizational restructuring.

• Future layoff communications is planned to be delivered by your assigned remote supervisor.

We recognize the impact of these changes and appreciate your continued professionalism during this transition. Further updates will not be shared or answered at the scheduled FE activation workshops!

Prepare to be de-activated!

Today, my manager informed me that I’m part of the next round of actions, as my role is affected by the organizational health measures set by McKinsey. My team is being reassigned to different functional lines, and my manager mentioned that the RIF notification date is scheduled for 11/19. It appears that McKinsey’s recommendations are driving how our business is structured and managed, with decisions being made based on a set of data rather than the real work being done.

Is BCBS is actively working with a consulting company that assisted with the previous round of layoffs? If so who?

I see there are many title changes across PEP. Should I be concerned if my title didn’t change? Worried about restructures and org changes.

Is this a new re-org? That's too much change for folks in the UM. Sorry to hear this.

JF is happier than a pig in mud.

Model E is next

Well… got my “organisational update” email in the calendar. Looks like that’s all she wrote. It’s been a wild ride but it’s time for a new chapter. Am going to miss all the great people who I’ve worked with. But I think I’m leaving at a time when it’s going to be no fun being at Dell. Swings and roundabouts. Hope Dell finds its way again.

Take a moment to register the names of people who led operating model design.... when it fails, we will know whom to blame

Surprise there's no post on this. Discuss.

With the org saying they are laying off 500 director levels and above. How many do we have at the moment. In my mind the ratio would be 10 reports to a director. 5 directors to a VP. 5 VPs to a SVP. An SVP would then have 250 subordinates. This is just my made up figures, but I’d be interested to know the real numbers.