#performance

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Apple C1X vs. QC X80

Sic transit gloria mundi.

"The C1X elevates Apple’s in-house RF capabilities to tier 1 status. Data from Q4 2025 unequivocally demonstrates that Apple’s in-house C1X modem represents a generational leap over the previous C1 model. Our data indicates that it has achieved real-world parity in download and latency performance with the Qualcomm X80 across numerous networks in both ideal and challenging conditions, proving the silicon is a performance equalizer rather than a compromise."

https://www.ookla.com/articles/apple-iphone-air-c1x-modem-q4-2025


Gainwell Offshore Alignment Tracker (GOAT) Survey

I just got tasked with completion this survey. I did then basically take offshore over the coals.

It's a relationship that is not collaborative, and definitely not a partnership.

Offshore has no skin in the game, has no oncall duties. Why we have Offshore is stupid.

Offshore provides estimates, but they don't even present it to the customer, the onshore TFAL is expected to handle it.

I get that Gainwell does it to save money, but how is handled and executed is utter cr-p.

I'm currently still employed by Gainwell until I get a job elsewhere.


Doing more didn't save me

I picked up extra work, helped other teams, and stayed late when it was needed, and in the end none of it seemed to matter. The people making the layoff calls clearly had no clue who was actually doing the work. That’s the frustrating part, when what you put in and what you get out don’t match at all.


Clean house

If your only job is to think of new deprtment names and reorganization strategies or to put out cartoon newsletters with the 🐭’s face, you need to go. You serve no purpose. This is a healthcare company. That time and money should be reinvested into the members, not overpaid executives who do nothing but look for ways to make themselves appear important. You know how many reprgs have improved the customer experience??? ZERO. Humana Executives have meetings about meetings and they still never gat anything accomplished.


Playing music while she sinks…

SB (Stevo) dips a Dunkin’ donut into that lukewarm excuse for coffee… pauses… little gleam in his eye… bodyguard standing there like he’s protecting nuclear codes instead of a guy marinating pastries.

I mean, I find the whole thing hilarious. Is SB still out there galavanting across the country giving his nonsensical TED Talk cosplay about “reinvention,” while reminding everyone no one messes with him because he’s the big bad CEO of… Xerox? Xerox. Let that sink in.

Meanwhile, I check the stock every now and then and it looks like it’s being actively vacuumed into a black hole. Honest question—how long before it’s under a buck? 30 days?

And every time I check the stock, I swing by the old layoff site like it’s a weather report. “Ah yes, 100% chance of people getting axed with a light breeze of corporate optimism.” What amazes me is there are still folks in there thinking, “If we just get rid of SB… or Bruno when he was there… THEN things will turn around.”

Bruno was at least entertaining. Gold chains, hair plugs, that overcooked New York accent—like a discount My Cousin Vinny extra who wandered onto a corporate earnings call. You just know he was peeling out of parking lots in an ‘80s Camaro blasting Springsteen, headed to “reinvent” something that absolutely did not get reinvented.

Watching those two was like a low-budget reality show:
“Tonight on As the Copier Turns—we reinvent the company!”
Cut to next scene: “Sell more copiers or we’re shutting the lights off.”

The whiplash was impressive.

Here’s the part no one wants to say out loud: it’s a dead industry. It’s not “struggling,” it’s not “transitioning,” it’s not “pivoting.” It’s dead. Gone. Buried. We’re arguing over how to rearrange deck chairs on a fax machine or typewriter.

And no—no amount of white-trash Ken Dolls in slim-fit suits are bringing it back to life. Especially not wrapped in that special blend of Xerox arrogance where everything is somehow the customer’s fault while the company lights itself on fire.

Xerox isn’t “on the ropes.” It’s irrelevant. Completely.

LinkedIn tried to suggest Xerox jobs to me the other day. I actually laughed out loud. Who is signing up to board the Titanic after it’s already snapped in half? “Yeah, I’d love a role in mid-ocean operations, preferably underwater.”

I genuinely don’t understand why people are still there. Why? I’ve been gone over a year—make 3x the money, zero stress, and I no longer wake up wondering which coworkers vanished overnight or which customer is furious because we’re somehow violating a contract we wrote.

Even if… the industry magically came back, Xerox still wouldn’t make it. You can only disappoint customers, ignore problems, and double down on nonsense for so long before the bill comes due.

And it’s due…


Optimum stock price now $1.22 (3/20/2026)

Optimum Communications Inc Class A (OPTU) has provided an announcement.

On March 12, 2026, Optimum Communications, Inc.’s compensation committee approved deferred cash awards for key executives, including CEO Dennis Mathew, CFO Marc Sirota, General Counsel & Chief Corporate Responsibility Officer Michael Olsen, and President, Consumer Services Michael Parker, as part of its 2026 long-term incentive program. One-third of each award will vest on December 14 of 2026, 2027, and 2028, contingent on continued service, with grants valued at $5 million for Mathew, $1.75 million for Sirota, $1.5 million for Olsen, and $1.125 million for Parker.

The deferred cash awards will constitute 50% of the 2026 long-term incentive package, with the remaining portion expected to be delivered as cash performance awards under the company’s existing 2017 long-term incentive plan, effectively replacing restricted stock units used in prior years. Executive long-term incentive targets, base salaries, and bonus plan targets remain unchanged from 2025, but the committee has shifted to setting and evaluating bonus performance on a quarterly basis, which may tighten alignment between pay and short-term operational results and provide more frequent performance feedback to senior leadership.

FULL ARTICLE --> https://www.theglobeandmail.com/investing/markets/markets-news/Tipranks/756219/optimum-communications-adopts-new-executive-long-term-incentive-plan/


MF doesn't get it

AC actually understood the product and knew how to protect it. I vividly remember him jumping in on earnings calls to take product-related questions over MP and TE.

Now we literally hand entire NFL sideline teams Panda Dunks to wear en mass on national TV. When did it become cool to wear something that everybody can have?

Speaking of, I hear we're about to ki-l another franchise out of desperation - the AM90... in the most iconic colorway. What are we doing here??

It's not all about juicing short-term revenues to hit quarterly targets. EH deserves better from his 2nd in command.


Goldman Sachs to Dismiss Underperformers in New Round

Goldman Sachs plans a new round of layoffs in April. These cuts will target underperforming employees. They are separate from the bank's usual annual workforce reduction. The firm is adopting a more continuous performance management strategy. This reflects a wider trend across Wall Street.

https://www.peoplematters.in/news/strategic-hr/goldman-sachs-eyes-april-layoffs-of-underperformers-as-performance-scrutiny-rises-48886


CIP - Make it Make Sense

Long time lurker 👀 , first time poster ✉️

Received my 2025 CIP payment today, which was graciously received. And it was only slightly less than my 2024 payment where I achieved mostly EEs.

Except the difference is that this was laid off end of July. And received my worst ranking during my time at Chevron.

So how does half a year of mediocre performance result in a bonus only mildly less than a full year of high performance — in a company that openly espouses paying for performance?

Please make it make sense. Doesn’t seem like a great strategy, but then I’m hardly qualified to assess such a thing from this side of unemployment.


Pega Computer Data

Is anyone else’s organization using Pega data at the individual staff level for performance management?

In our org, it’s essentially become an expectation—even though HR has positioned it as more of a supporting tool rather than a primary driver. The messaging from leadership, however, feels very different and much more directive.

Also, how are teams validating the accuracy of this data? It’s hard to fully rely on it when even recurring reports from the Coda team aren’t consistently running without issues.


Corrective Action

After getting IM in end of year review, boss put in workday a corrective action that will last couple of months .

Added 2 projects to meet a set deadline time that is impossible.

Is this a prelude to being fired for performance, or just mean you are in the list for layoff.

If fired, can you still get unemployment

If fired with documented boss personally does not like you and make life difficult for you, any possible legal action .


Truth!

It’s a Cisco- worldwide issue. The ONLY people being laid off are ICs, certification push is also for ICs, performance improvements are also for ICs,
while managers, directors, VPs slack their way…..
At executive level, nobody cares about having multiple directors/VPs reporting to
Each other. They are too comfortable not needing to lift a finger, why would they ever leave a comfortable job.
We all know nobody directors/ managers are ever on a chopping block.


3 pets, 7 team members or Thinking in Thrive Boxes for Simpletons

How will my manager manage?

She has 3 pets, 2 performers, 2 under performers.

How will she fit them in the corporate Thrive boxes? With only $16,485.38 cents for raises, 2 of the pets are going to be punished by being forced into the performer box.

I do not see this working out well for my teammates. Feels like more undocumented RIF actions than NetApp's move important asset.

WDGSTIF? Who Did George Steal This Idea From? Oh, well his twin brother of course.


Micromanagement vs Autonomy — The Difference in Results Is Obvious

One thing I genuinely appreciate about my team at Truist is the leadership style in our organization. Our leaders trust us to do our jobs. There’s no constant hovering or minute-by-minute monitoring. We’re given autonomy, clear expectations, and ultimately we’re judged on the results we deliver.

What’s interesting is when you compare that to some of the cross-functional groups we work with. Their leadership approach couldn’t be more different. From what I’ve seen, it’s a lot of micromanaging and tracking every hour people spend on their laptops.

And honestly, the outcomes speak for themselves. That group seems to struggle far more just getting basic things done, and the results simply aren’t there. Our clients are the ones that pay the price for this!

It really reinforces a pretty simple lesson: when leaders don’t trust their teams and try to control every detail, it usually backfires. Autonomy and accountability drive performance. Micromanagement just slows everything down.


More Kool Aid please !

Ah yes, what a remarkable era for leadership. After all the sweeping changes and grand announcements, we’ve clearly reached the pinnacle of organizational excellence. Truly inspiring.

Now that performance reviews are safely behind us, it’s the perfect moment for everyone to relax into what really matters: another round of meetings—carefully designed, of course, to justify the existence of a few very well-compensated roles. Remember part of the Kool Aid part is to comply with Optics.

Perhaps it’s also time for us all to drink a bit more Kool-Aid and fully embrace the spectacle. For those looking for inspiration, a rewatch of Eyes Wide Shut might set the right tone. After all, if we’re going to have a party, we might as well do it properly. Oil, gas, and a healthy dose of theater—what could be more fitting?

With the reviews done, the real work begins: dinners, drinks, and decision-making of the highest imaginable caliber. Nothing says “strategic leadership” quite like carefully curated stakeholder fun and flawless optics. Ah yes, what a remarkable era for leadership. After all the sweeping changes and grand announcements, we’ve clearly reached the pinnacle of organizational excellence. Truly inspiring.

Now that performance reviews are safely behind us, it’s the perfect moment for everyone to relax into what really matters: another round of meetings—carefully designed, of course, to justify the existence of a few very well-compensated roles. Substance is optional; optics are essential. Perhaps it’s also time for us all to drink a bit more Kool-Aid and fully embrace the spectacle. For those looking for inspiration, a rewatch of Eyes Wide Shut might set the right tone. After all, if we’re going to have a party, we might as well do it properly. Oil, gas, and a healthy dose of theater—what could be more fitting? With the reviews done, the real work begins: dinners, drinks, and decision-making of the highest imaginable caliber. Nothing says “strategic leadership” quite like carefully curated stakeholder fun and flawless optics. Actual work? Well… that seems to have quietly slipped off the agenda somewhere along the way. But that’s a small price to pay when the show is running this smoothly. Actual work? Well… that seems to have quietly slipped off the agenda somewhere along the way. But that’s a small price to pay when the show is running this smoothly.


Dell Raise & bonus

Alright! This is neither a whining post nor a show off post. This post is for my own knowledge so can make an educated decision about moving within dell or outside of dell. I was given a 4% raise and RSU 30k this year and I’m sitting at about 155k base pay as a i9 in Texas.

I personally feel after being here for 9yrs and being one of the top performer, I should have gotten more than just 4% raise and 100% bonus. So I’m trying to understand what the avg i9 in Services make so I get an idea of me being underpaid or is it just where I need to be.


Message to HC “leadership”

HouseCalls leadership is setting the program up to fail. At a time when MA risk-adjustment coding is under the highest scrutiny it’s ever been and risk scores are still one of the main revenue drivers, they keep adding more internal metrics and efficiency targets that make accurate documentation harder, not easier. There’s a clear inverse relationship between coding to the level of specificity now required and pushing APC, completion %, and daily volume. You simply can’t maximize quality, compliance, and productivity all at the same time. Something will give. Right now it feels like leadership wants all three, which isn’t realistic in the current regulatory environment. This is exactly how programs end up with compliance problems.


Another M&A win for Vicki and Oxy

https://www.barrons.com/articles/berkshire-deal-for-occidental-chemicals-unit-is-a-winner-51a720f0?siteid=yhoof2

OxyChem valuation up ~$3B since Oxy sold. Deal was done in tax inefficient manner. Oxy retained Environmental liabilities. Oxy didn’t try to sell to any other buyers and only negotiated with BRK. They have Vicki pegged as their mark.

This is why Oxy stock is sitting in the mid 50’s with oil at $100/bbl compared to significantly higher when Vicki became CEO and when Oxy acquired Anadarko. Buy high, sell low is not a winning strategy.