#orgstructure

I saw information that the number of reports under a manager is being reviewed. Any news? What does this mean?

Ford has sunk millions (and sometimes billions) into initiatives like Model e / FNV4, Ford Next, Canopy, and FordLabs, and what’s becoming increasingly clear is a repeated pattern: massive spending, vague execution, questionable hires or partnerships, and little to no lasting impact.

How do these projects keep getting approved? Who’s actually making the strategic calls? Who signs off on these black-box initiatives, the hiring, the vendors, the direction? The execution feels disconnected from reality. Where’s the accountability for these profound strategic missteps? What oversight exists? I don't understand: is it the board, the CEO, product leads, entire leadership chains, external partners, etc.? Is there an internal innovation council or P&L division that says money is for X and Y but not Z? Is there gatekeeping? Is it greed? Kickbacks? Special vendor relationships that lock us?

Who handles HR and talent acquisition? Did we just bring senior roles with high pay and unclear mandates in the name of innovation? Are our analysts in an ivory tower, not understanding the fundamentals and easily fooled? How come we need so much money to build and do things, and why are we cheap in places that matter? Is it a circular talent problem? Where does the actual money end up being spent? Who is hoarding it? Is it money laundering? Do special committees lack deep domain knowledge? I can't wrap my head around this.

Do executives rotate out before results materialize, or are they promoted elsewhere or hired externally? Does the Media & PR shape the story far more than the product teams? Is the company under existential pressure to look like they're innovating? Why does Ford's structure allow it? Is it due to consultants with strategy decks without deep product execution knowledge? How does HR acquire talent and also place them accordingly? Do we have executive recruiters with vague job specs that drag and drop people like a menial task? Is it because of the whole "who we know" bit which bypasses procurement for strategic partners to add to the reliance on market signaling?

Do we have a siloed org structure that breeds "mini-empires"? Do we have experts that may be downplaying other experts that may threaten an empire? Is talent held back, or perceived as going rogue for initiative and being vocal? Do things repeat because we have an inability to absorb failure lessons due to quietly folding concerns under the rug instead of facing humility and accountability? Did we really bask in what a startup mindset really means? Milchmädchenrechnung?

I really want to hear the rationale behind decisions in such a historic company competing in the now. Are we structurally incapable of absorbing new insight without breaking internal equilibrium? Is it from gov bailouts and subsidies that enable mistakes to continue, compelled through lobbying packets written by "independent" parties? Are people with real execution power and holistic domain knowledge not looped into the work?

Do we suffer with watered down layers of middle management or political handlers? Is it relationship over merit that requires tribal alignment when presenting accurate feedback or data to prevent it from being rejected if it comes from "outside the circle"? Do we monitor sabotage behavior, and do we enable it or step in and put our foot down? Is it ego over mission, where elevation itself upsets social balance and as an org we are unable to cut through biases? Are these divisions, projects, and products "moonshots," as in high risk but necessary for survival, yet poorly executed?

I'm not asking for the benefit of Ford, but to deeply understand and learn from what is going on in this company, I know trolls will come or bash execs and blanket it all, but I'm checking to see angles I may be missing here. Interested in any sort insight for my own education because I don't know what I don't know. Managing the unknown in my case-study. Thanks.

https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

Google has eliminated 35% of managers overseeing small teams in past year, exec says

https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

• A Google executive told employees last week that in the past year, the company has gotten rid of a third of its managers overseeing small teams.
• “We have to be more efficient as we scale up so we don’t solve everything with headcount,” Google CEO Sundar Pichai said at a town hall meeting.
• Asked about the buyouts, executives at the meeting said that a total of 10 product areas have presented “Voluntary Exit Program” offers.
  https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

Has anyone received their docs to sign if you are getting a new role?!! I got an email with basic information but not docs to sign…

In September there will a massive change in S&T - layoffs… Data Product Management teams and DPA will combine which will create layoffs… others will be affected… hold on to your butts..

https://deadline.com/2025/08/david-bittler-leaving-paramount-evp-corporate-communications-1236497867/

With some added instructions and changes to the org structure. I still feel like cr-p, though. I’m glad I’ll keep getting a paycheck, but I feel numb about hanging on to a job I don’t even like. What really hits me is how awful this is for those who lost their jobs. Let’s support each other, we’re all stuck in this nasty situation together.

Surprise there's no post on this. Discuss.

you too can also continue to remove DEI positions, initiatives and language from the website while promoting the diversity credo! And now that 70%-80% of employees use AI in this Wild West you will be able to fire even more people. not that we'll ever know about who was let go.

There was a smart dude with tons of patent under his belt but was let go and now he is equal to Trim at a healthcare company. While we have a dum--ss AN who doesn’t know sh-t and torch is given by Trim to AN to burn down the house…LOL

What are you reading from this announcement? While many saw this coming, what are the implications for IA?

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.

With the CEO stepping down, it’s hard not to feel uncertain about what’s next. Whoever takes over is likely to bring major changes. And we all know that frontline employees are usually the first to feel the impact of any reorganization or cuts. The economy’s slipping, the job market isn’t great, and many of us are already stretched thin, both financially and emotionally. A little stability would go a long way in easing the pressure we’ve all been feeling. But right now, it’s hard to see where that might come from.

Hearing it will be Q3/Q4

https://www.linkedin.com/jobs/view/4284185518

Job posting for external organization design consultant with experience in large scale reorganization.

I see new manager roles that have two to four roles that report up to them. Is this because Hess staff are coming in and not in scope in round 2?

Curious where folks are seeing cuts. HSE here, and honestly I can’t tell how deep this is. I am seeing a lot of down grading of roles tho…

We have serious organizational and leadership challenges that a headcount reduction alone can’t solve. Yes, there may be redundancies in some areas, but at the same time, we’re missing key roles that are critical to moving forward. What we need is competent leadership with a clear, thoughtful vision for where we’re headed and how we’re going to get there. Letting go of 30 people, seemingly at random, without a strategic plan to address the root problems won’t take us anywhere.

What is the deal with the new titles? Seems like it’s going to combine J and K and o may have one level VP. What does that do to someone who was in line for a promotion from J to K? Will the salary bands change??

Has anyone visiting this page been impacted by the pooling process discussed a few weeks ago?

Both ELT and now SLT appear focused on hiring primarily through Rogers Communications’ network of associates - aka, friends.

Simply reshaping the organizational structure will not drive real change that's needed. The company is not functioning as a truly international business, but rather as one directed by individuals whose decisions risk undermining its future while their personal connections receive disproportionate advancement.

Heard a couple of Sr. Managers gone today.

Ulf’s org is the flavor of the week.

It's been almost two weeks and our group has heard nothing beside the Ellison town hall. We're not even sure who we all technically report to now. Wondering if it's the same in other parts of the company.

Any one have any clue when they are going to start announcing the new structure and who is reporting into whom?

Wanted to see if what was said in a previously thread is true. Is BET merging departments in the near future?

https://corporate.exxonmobil.com/Locations/Brazil/Inclusion-and-Diversity#Committees

Inclusion and Diversity
ExxonMobil values the diversity of ideas, perspectives, skills, knowledge and cultures. A plural and inclusive work environment enables innovation and is a key competitive advantage.

Global Diversity Framework

Through a range of programs, activities and investments, we strive to create and maintain a diverse workforce representative of the numerous geographies where we have business. Our Global Diversity Framework is the foundation for this approach, with three interrelated objectives:

Attract, develop and retain a premier workforce, from the broadest possible pool, to meet our business needs worldwide;

Actively foster a productive work environment where individual and cultural differences are respected and valued, and where all employees are encouraged to contribute fully to the achievement of superior business results;

Identify and develop leadership capabilities to excel in a variety of international and cultural environments.

Policies

ExxonMobil’s global policies diversity and inclusion promote and prohibit any kind of discrimination or harassment in any company workplace These broad policies cover all kinds of discrimination.

Committees

We support global and Brazilian employee networks to foster an environment committed to diversity and inclusion. These voluntary employee-led groups offer networking, professional development programs, community service, and mentorships to new employees.

PRIDE – People for Respect, Inclusion and Diversity of Employees

PRIDE exists to positively impact Inclusion and Diversity to leverage business at ExxonMobil by advocating LGBTQIA+ equity. Our mission is to support our employees and allies, and to encourage awareness and consciousness of diversity and inclusion issues around s-xual orientation, gender identity and gender expression in the workplace.

WIN - Women's Interest Network

WIN’s mission is to facilitate the professional evolution and personal growth of all women at ExxonMobil. We have developed a program to understand what women are looking for, both professionally and personally, and also to continue developing skills to have more career opportunities.
WINs mission is to facilitate the professional evolution and personal growth of all women at ExxonMobil. We have developed a program to understand what women are looking for, both professionally and personally, and also to continue developing skills to have more career opportunities.

BEST – Black Employee Success Team

Our mission is to serve as a support organization that provides mentoring, coaching, and networking opportunities to enhance the personal and professional development of black employees and further the business objectives of ExxonMobil.

Our mission is to serve as a support organization that provides mentoring, coaching, and networking opportunities to enhance the personal and professional development of black employees and further the business objectives of ExxonMobil.

VIP – Volunteer Involvement Program

VIP is an ExxonMobil initiative that encourages employees and their families to volunteer by donating their time and talents to institutions with civic, cultural, educational, scientific, recreational, or social welfare goals. Activities are carried out, such as reading circles, clothing and food campaigns, tree planting, among others.

COH - Culture of Health

The committee's mission is to improve the health, quality of life and productivity of employees by providing an environment and resources that actively and consistently promote healthy and safe behaviors.

GBK - General Business Knowledge

GBK seeks to create learning opportunities that increase employees' general knowledge about the industry and ExxonMobil's business, supporting the continuous development of our workforce.