#poorleadership

There were so, so, so many better ways do do this. Ways that wouldn't have half of us on Xanax just to get through this with our mental health intact. Who decided to do it this way should be fired immediately.

The people running this place don't know what they're doing. They just play games and waste time. It's obvious and it's hurting everything.

The more I interact with top management the less impressed I am. Conflicting guidance constantly is given. They even conflict their own stated written strategies and policies. They want everything and refuse to make decisions on trade offs instead just yelling about how they want to be top quintile in every metric even ones that are obviously in direct conflict with each other. How is it leadership to make no decisions in tradeoffs and constantly just yell about wanting it all?

I know how we see this mess. Now I know how others see it. Pretty much the same.

https://x.com/johsinny/status/2077162630452519380
Posted at 10:45 PM on Jul 14, 2026

"Verizon was once a pillar of American innovation. Today it reflects strategic drift and a failure to lead.

With no clear path to growth or meaningful differentiation, CEO Dan Schulman appears to be reverting to the oldest and weakest playbook: cutting skilled American workers to prop up short term stock bump.

This tactic ignores a fundamental truth. A company cannot hollow out its own institutional knowledge without consequence. The talent being discarded is the very foundation that made Verizon great.

What we are seeing resembles railway operator’s “last car” fallacy. Remove the weakest link for a smoother ride, but there is always another last car. Eventually, nothing of value remains.

This is not leadership. It is managed decline.

The board must recognize the trajectory and act before an iconic American company is diminished beyond repair."

They completely sc--wed up the decisions on the Customer Experience team. Many hardworking, genuine, and talented people were let go, while many boot-licking, useless, and incompetent people were left behind. I can’t wrap my head around it.

At the very least, leadership should have checked how many launches each team actually delivered during the calendar year before making these decisions.

The rest of us are now stuck working with these incompetent Digital Experience team who works on egos and not for Verizon.

It's very clear by the town halls that he has been in the forefront of that labor force reduction is his goal. Someone needs to get this guy sensitivity training or put a mouthpiece in front of him. He's making it very clear that the people doing the work are of little long term value.

Too many layers and way too many people who think they're important but don't actually contribute anything. We spend our days in pointless meetings, dealing with endless back-and-forth, and watching people fight over territory instead of actually moving things forward. Nothing gets accomplished because everyone is too busy trying to look like they're in charge. Flatten the management structure and watch as things improve overnight.

For years, many of us watched the ISG organization abandon the very disciplines required to build successful enterprise software. Some spoke up. Most stayed silent. Leadership either didn't listen or simply didn't care.

Now the bill has finally come due.

Products are being shut down. Teams are being eliminated. Many good people are paying the price—not because they failed, but because leadership failed them.

This wasn't bad luck.

This wasn't "market conditions."

This wasn't AI.

This was years of poor execution, weak leadership, and a culture that stopped holding itself accountable.

Engineering operated without meaningful deadlines. Roadmaps became wish lists instead of commitments. Deliverables slipped quarter after quarter with few, if any, consequences.

Product Management became meaningless. Engineering dictated schedules and features it repeatedly failed to meet. The competition, with 1/10th the resources, moved three to five times faster in their velocities. Customers were promised capabilities that never materialized. Eventually leadership stopped publishing roadmaps altogether because they had lost all credibility.

None of this should surprise anyone. When an organization rewards excuses instead of execution, failure becomes inevitable. When commitments mean nothing, customers eventually notice. When accountability disappears, poor quality follows. When mediocrity is tolerated long enough, it becomes the culture.

No engineering organization succeeds without discipline. No product organization succeeds without accountability. No enterprise software company succeeds when deadlines become optional and execution becomes negotiable. The market eventually exposes every weakness that leadership chooses to ignore.

That's exactly what happened.

Companies the size of Dell don't fail overnight. They fail one missed commitment, one ignored warning, one delayed release, and one poor leadership decision at a time.

Eventually, reality always wins. The bill has finally come due.

Good Job Team PEP, YTD Return for the Dow is positive 8.48%, S&P500 is positive 10.20% and the NASDAQ is positive 12.79% and then we have the big bloated hapless no-clue dinosaur PEP with a NEGATIVE 3% YTD return. The BS PowerPoint and cliche-based management culture isn't cutting it anymore.

I was performing, loyal and zero drama. I kept my head down, did my work and made great money for CDW. You? You are not performing, you are not keeping your head down, and you are bleeding cash for CDW. You are a disaster who ruins lives and an industry laughing-stock. You should fire yourself.

How long will the BoD hide, and ignore the fact that Ole Danny Boy and his id--t CFO sidekick are running this company to the ground? We obviously overpaid for spectrum, the stock is tanking, $700M loss being booked in Q2, non-existent CEO who only comes around to cough, drink coffee, and get millions in pay. He’s totaly absent and Alphonso is the one in charge, and he doesn’t know if he’s a badger, a kangaroo, or a lion. The BoD should be charged with negligence!!!

I need you guys to set me straight or confirm what I'm seeing. Is audit currently a hellscape of poor management, training, consistency, and direction? I came from another bank knowing the red flags were visible but I literally cannot figure out what's going on from day to day, audit to audit. No one seems to know what's going on. People are generally nice and super smart but I feel like I'm in the twilight zone from audit to audit. I feel like I'm in the middle of the desert by myself most times. Am I just being overly critical here?

This organization is riddled with ineffective leadership that is running this place into the ground. It's time to hold people accountable and shine a light on the decisions that have caused so much damage.

I'll start: Rich Tompkins. In my view, he has single-handedly cost this organization billions through poor decisions and failed leadership. He should be removed from his position, and serious questions should be asked about whoever brought him out of retirement and put him back in a position of influence.

Who's next?

That part about David Bowie and life not being fair. Tone deaf.

I'm sorry but how can a company brag on how profitable they are and do nothing for their employees but give them headaches with constant restructures and change indirection including incompetent management.
Tom Wilson touts inventors winning $5,000. What does that mean for the other employees? What a joke! This is not motivating. Been with the company over 15 years so sad to see the decline.

What I hate most about Bill Rogers retiring is he spent years running the company into the ground and due to HIS incompetence, caused mass layoffs of competent teammates, creating a cut-throat environment of incompetent leaders, forcing everyone to return to office, while he rides off into the sunset with his millions in pension and retirement. I hope everyone who suffered under his leadership experience recompense, and everyone who prospered under his leadership begin to reap the very he-l that they sowed.

When a clown moves into a palace, he doesn’t become a king. The palace becomes a circus.

The stock price of this company only goes down and my shares built up over 5+ years are worth a small fraction of what they were. I’ve lost so much time, energy, and money with this broken company that makes moves at a snails pace. You could layoff 20% of this company and you wouldn’t even notice.

From Intel employees who believe that it’s helpful for just be purposely unclear, purposely unresponsive to their peers. Management should fire these fu----s

I've been around long enough to remember when this place was actually decent, when working hard got you somewhere and meant something. The money was never amazing, but you felt valued. Leadership wanted to keep good people. It's now just a sweatshop that feels like it's falling apart at the seams.

Appian has changed over all senior leadership in the past two years. Except for the founders, of course.

In that time Appian has lost 1/3 of its value, while industry peers like PEGA and even the broader enterprise software ETF stocks (IGV) have gained 12-14%.

There’s nobody left to blame but yourselves. You aren’t good at your jobs. You can’t hire well. You can’t run a company well. You’re in over your heads but are too arrogant to see it. You’ve done your best to force alignment under a single old strategy… silencing any challenge to the boss. It’s not working.

Cash out. Let new people run this institution. Or continue to flush value down the drain,

Executive incompetence (or incontinence) is truly the root cause of all of this.

Gross mismanagement of spiking costs for flash ki-led margins, awful roll out of UCPQ, project ocean was a disaster that is still the gift that keeps on giving having to pay a 3rd party to fix it.

Looks like the Ford family just handed out a few more years of free money, proving that "d-mb" is a relative term when you've got $19 billion to burn. Sure, he was an arrogant id--t who took a job he definitely didn't qualify for, but let's be real: that's on the genius who thought hiring him was a good idea. At this point, the only one actually leaving is the rest of us.

The CEO is a maniac and literally fires people without knowing what they do. It's an odd strategy for success.

DXC traded around $59 per share in 2017 and spiked to $96 per share in 2018. But since then, save for a surge during the 2021 tech bo-m, it has been a long, slow decline. On April 30, it closed at an all-time low of $11.32 per share -- that is since it went public as DXC in 2017.

On an average annualized basis, DXC stock has dropped 17.7% per year over the past nine years.

A healthy company hires when it needs to and keeps people when they're doing good work. A failing company cuts over and over, calls it restructuring, and pretends things are fine. We've been through how many rounds in the last few years? Certainly too many. That's not a sign of a strong organization.

Nike - A marketing company - I seriously doubt!
Think about well to do well taken care off employees, across different regions. They should have been the best brand ambassadors of brand. Each well taken employee can easily bring more revenue by sales as people around their community beleive in the brand. But heck no... These thought process can only come from born leaders and visionaries...

DW is laser focused on running the org to failure. So rather than fight him, let’s help him. Next time you see poor quality work or a way to help… don’t do it. Even though you may think you’re the better person… don’t do it. Nothing will change until a true failure. So while contrary, push the activity along to failure. There is no longer honor in preserving this legacy… if DW doesn’t see the risk of becoming a takeover when everything fails (see Macondo) then it’s not our job to convince him.
And if you think that you are saving your pension or any other financial security, don’t worry, there are already plans to ki-l those. At this point, we have nothing to lose.

Here is what I don’t understand. All reps and managers come on here to complain knowing that with this regime nothing is going to change. Look at the East same d-mb VP and same d-mb senior directors. They are a click. They hire people that will not rat them out or people that will not question their poor leadership. None of them have 1 leadership bone in their bodies. Ask any of them about their plan to lead their teams. It’s all calls and pips and write ups. The funny part is she said on the all managers call you need to inspire your reps. Bit.. you can’t inspire your yourself. If there is any real leadership they would all be gone now. I’ll keep this job till I find something else or better yet I hope I get riffed.

No emails, no notable departures, and now most thinking about it into next week. Poorly executed already. At least last year was done the next day. Typical step backwards.

Anyone else dealing with a manager who treats information like it’s classified? Getting even the simplest thing feels like pulling teeth. At this point, I’m losing more time chasing answers than actually doing the work.

It’s hard not to notice the growing stagnation within 3M’s PSD division. For a company long known for innovation, the lack of meaningful new products coming out of this group is concerning. The pipeline feels dry, and the urgency that once defined 3M’s culture of invention seems to be missing. Just chasing lost business now.
Equally troubling is the apparent gap in leadership. Strong leadership should inspire direction, accountability and momentum and there’s a sense of drift. Without clear vision or decisive action, teams are left without the guidance needed to push boundaries or bring new ideas to life.
Employees feel it. When innovation slows and leadership doesn’t step up, morale takes a hit. Talented people want to build, create, and solve problems and not sit in a holding pattern.
3M has the legacy, talent, and resources to do better. But without renewed focus on innovation and stronger leadership within PSD, it risks falling behind where it once led.In addition commercial effectiveness is a total joke.
#3M #Layoffs #Innovation #Leadership #WorkplaceReality

The best people being kicked out again? When I was let go last year, what was left of our team was a joke. Just a few a-s-kissers. I wonder how that worked out for them. I hope things are better and at least they're getting rid of actual low performers this time, but I doubt it.

We get deadlines dropped on us with no warning constantly. I'm so tired of scrambling because nobody plans ahead. This is no way to work. It's no wonder they have to do layoffs to hide the fact things are not going as well as they'd like everybody to believe.

trying to sanity check something.

I’m an engineer at Five9 and honestly I can’t tell if my team is just dysfunctional or if this is how things are across engineering.

In my team:

Communication is basically nonexistent. Half the time you don’t even know why decisions were made.
Priorities make zero sense. Everything is urgent until it suddenly isn’t, then something else becomes urgent. Also, the roadmap is always changing.
Managers don’t really seem to understand the technical side, which makes things worse.
Code quality is rough. No consistency, no standards, a lot of stuff just feels hacked together.
Documentation is almost zero, so you’re constantly guessing or reverse engineering things.
Architecture feels like it just “happened” over time instead of being designed.

It makes it really hard to do good work or build anything properly.

Genuinely curious: is this just my team or is this the general state of engineering here?

Would appreciate honest answers from people in other teams/orgs.

Literally every downfall is directly connected to the CFO. Margins, inventory, discounting and horrible guidance.

How does this guy have a job?!

If layoffs were executed according to the following playbook Nike would almost certainly be better off.

Let go of employees at the Director level or above who:

1. Started at Nike post 2010
2. Have only worked for Nike
3. Were ‘promoted in place’ to receive their current title

While I’m sure there are a few good leaders that meet the above criteria, as a general rule this cadre of leaders are near useless in our current predicament.

Much like every stock investor is a genius in a bull market, leading when things are going well is easy. These folks have no experience managing through adversity - and it shows.

Nor do they have career experience outside of Nike to draw upon for other ideas. This means they will stick with the status quo: things that worked in the past at Nike that are no longer working now.

Lastly, because they received their titles without undergoing a competitive interviewing process, the scenario surrounding their original promotion bears little resemblance to the environment that they were re-orged into. Despite this, they retain the inflated title.

There must be a few hundred candidates that meet the above criteria, maybe more?

He's a bald meatball with no spaghetti, ziti, or cavatelli.