#reorg

Francois and other leaders gone. Re Org is constant in this company. never settled.

Can someone with greater knowledge summarize all the sr leaders that were let go and all the reorgs that are happening across so a nobody like me who is barely hanging on with ever increasing workload can somewhat be in the knows please?

I do not see any big changes in the Network org. Most cuts are happening on the consumer and business side.
Our network is getting worse and worse.. Network org remains As-Is ..
Is there any changes in that area ?

Is this an eventually going to become OPOO 2.0?

We're getting next to no information from leadership where I am.

If I was running a company, I too would just spend the majority of the time, shifting people around re-organizing restructuring the departments and hope eventually we would make money

I wouldn’t worry about the role responsibility confusion or ramp up time to get everybody knowledgeable about what they need to do I would just keep on shiftin

DraftKings announced job reductions. The company is reorganizing some teams. The reorganization aligns staff with priorities. The Boston-based company did not disclose the number of affected jobs. DraftKings will move its office next year.

https://cdcgaming.com/brief/draftkings-cutting-jobs-in-layoffs-and-reorganization/

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Anyone else frustrated with the drawn out re-org process? I like by asset focus, but with how long this is taking, makes me question senior leadership’s ability to implement a plan/vision.

There was a thread the other week of potentially more org changes coming. And here we go. This place is circling the drain

Did any one notice the recent changes for HR? Is this the sign for the next reorg for the company as whole? (I know most parts of the company is currently or just finished their reorg)

Do you guys have any Reorg Ideas? Let's share them here. I'll start: Fire C-Level folks and replace them with folks who are competent.

Are we really looking at rolling layoffs and reorgs for the rest of the year? I don't know how anyone's supposed to stay sane through it all. With the job market the way it is, I bet everyone's panicking just like me.

are others finding that the job they signed up for in this latest reorg is not at all the job they are expected to perform? I know it’s not illegal for an employer to change job duties, but is sure seems fu---d up. I really wish that I had requested the EOI.

Will there be a reorganization where certain technology teams from brokerage and wealth management are moved to the enterprise ?

Are any other groups set to be rebranded as Infinite? Rumors?

This is major news Honeywell. Company is going role by role and assessing the roles in new company.

Has anyone been impacted so far this week?

Looks lots of changes.

About 25 years ago Advanced Analytics was created. What’s next after the AA reorg? Just Analytics?

Lotta chatter about a possible reorg. Any sense of timing and how broad it might be (targeted teams vs broader restructure)?

Trying to understand what to expect.

Put them in this thread.

Surprise OPW & New England management consolidation coming up. Get ready for the next round of leadership confusion!

in the traditional sense. The recent reductions are the result of a top-to-bottom organizational efficiency change. Every role, dependent and interdependent, has been evaluated for overlap, utilization of skill, and so on. This is not done. Once the final, improved, organizational model is done Srini will announce the 'transformation is complete'. Or some variation of that. For now, I am staying focused on my role. Doing my best to make sure I am a useful, contributing team member.

Proposed reorg to save Meg some time: Step 1. Merge P&O, G&LC and Technology into one business (2 EVPs can walk with all the entourage), merge C&P and T&S, get rid of EVP level positions for the rest of the org. Saves min £20m pa on the headcount with improved efficiency and accountability. Get rid of strategy function completely - it has been a failure. Strategy should be driven by BUL leadership and segment EVPs not central function..same for RC&S teams - its a testament to the weakness of the EVP that they still exist. Same for Ventures - no new businesses came out of it in 20 years of its existence so its an ego satisfying project for the execs but no real value generated and a distraction for the businesses.
Step 2. Get rid of functional organisation and organise by Business Unit structure, with clear P&L accountability. No central functions that do not feed directly into a specific P&L. Desperate measures for desperate times but company needs to put profits into the cornerstone of performance and current structure is way too broad to enable such focus. BULs will start cutting costs when they have full control over it.. Step 3. Very light exploration and central subsurface team which will enable new growth (outside of existing basins, otherwise driven from BUs). Any other ideas?

Got rated a Lower this year. Unfortunately that was due to misunderstanding with immediate supervisor. I have learned so much from that, that I will do everything in my ability to make sure that doesn't come close to happening again. Ever. If I could repeat last year knowing what I know now, I would not have gotten a Lower, but I cannot change the past. It stings, deeply, but I accept that.

Here is the issue. I just found out that I will be subject to a re-org. I am concerned that having a Lower will make it very likely I will get laid off. Shell is my dream company. I wanted to retire from Shell. Since finding out about the Lower, it has awakened passion, drive, dedication, and perseverance.

I was hoping for at least three years to prove myself with Strong or Higher, but getting hit with a reorg with a fresh Lower. I very much want a long term career with this company. I have the energy and dedication. What do I need to do to make it happen?

Anyone have details on the upcoming reorg?

There are lots of overlap, people doing stuff that could be done by interns, huge fat layers of mgmt that have been useless for decades. I am basically wanting good people to stay and the people who got paid off the backs of people who actually worked hard and had hard skills besides being buddies with someone executive. I hope oracle does the right thing and eliminates a ton of GBU mgmt or overlap. Customers wouldn’t even know the difference if GBU products even bad managers.

Netflix‘s product division has pink-slipped workers across middle management and admin divisions, Deadline has learned.

Sources familiar with the layoffs note they amount to several dozen, or less than 1% of the 6,000-employee division. The cuts are part of a reorganization, and no senior executives in the product division were let go.

https://deadline.com/2026/02/netflix-layoffs-product-division-1236717660/

Does anyone have any details on this? There's a formal meeting about it tomorrow evidently.

Anyone out there with actual insight on what will happen AFTER the Lift and Shift? My speculation is that the L&S was expedited to March so that the receiving business units will have a chance to see what's under the hood before the OP/BP26 cycles start.

Transition 2009 was a slow and dreadful mess. Reshape did not improve anything. The quietly executed re-orgs of every division over the last 2 years has been really draining: all jobs that can move east have done so, with a lot of great people leaving the company.

I have major re-org fatigue and would like to plan accordingly. However, I'm at a loss for what happens next (besides share buybacks specifically and OPEX reduction generally).

Expect a round of layoffs to happen two years after the last major round. The segment reorgs are resulting in doubled up upper management slots and they will just go away.

Can anyone share any insight ? Whats coming
next?
Are they going to wait for the new guy or Alfanso going to make the decisions?

So... I thought this was going to be a Technology-only round of layoffs but it seems that it expanded towards Commercial and possibly other teams... Brace for impact.

Any news what can happen and when

Shouldn't we be operating at peak efficiency by now considering how many times we've had to go through optimizations and reorganizations, all accompanied by layoffs? Yet I never see any improvements after any of these, I only see things become progressively worse.

Those who were impacted at the end of January, take the money and run as far away as possible from this place!!! A lot of non member contact employees are going to be doing the work of 3 people once this reorg is complete. Like the agile transformation 3 years ago and the massive failure that was, does anyone think this reorg will be any different.

So, reduced to 3busin units from 4. The new structure is as follows: Space & Mission Systems (SMS), Communications & Spectrum Dominance (CSD), and Missile Solutions (MSL).
And then MSL spins off at least 40% of itself as a sorta stand alone IPO. And the former SAS unit is outsourcing work like crazy.
What's really happening folks?

Anyone know how many roles currently in Midland will be eliminated or moved to Houston this year and in the upcoming years per company plan and reorg plans?

Does it seem like many of the recent Manager & Lead promotions went to people that have no clue what they are doing?!? People are getting “promoted”- more like PLACED- to positions they should not be in. Some of these same people could barely do their job prior or have no clue about the job of those now reporting to them. Yet on the flip side, qualified people aren’t even looked at or cannot even make it half way through any interview process because most of HR is a sh-t show. Guess that’s always been the #nikeway. Be in the nepotism club or get left behind.