#reorganization

Going to be tough doing reorganisation due to tons of long services staff. The company compensation would be sky high if they do it.

HR sleeping in their job let it grow out of proportiate w high numbers of long service. Most of them have no drive at work

NPR is reorganizing its newsroom operations. The network is offering buyouts to approximately 300 employees. Layoffs will occur if insufficient staff accept voluntary departures. NPR faces an $8 million budget gap from reduced station fees and federal funding cuts. Recent large donations are primarily dedicated to technological innovation, not operating costs.

https://www.npr.org/2026/05/18/nx-s1-5821622/npr-buyouts-layoffs-reorganization

Laura shared that in a staff meeting with her leadership, she and her peers have been asked to imagine their orgs with 50% less head count. Supposedly big reductions will be starting by end of summer and will be phased through Q4. Srini & Katz have Jeff and team making the rounds with business partners showing how his technology teams can automate a lot of what they do.

The Kentucky Court of Justice is undergoing significant operational changes. This includes laying off nearly 200 employees due to anticipated budget deficits. Chief Justice Debra Hembree Lambert stated these cuts ensure financial longevity. The reorganization will also create 108 new frontline positions. These changes aim to align staffing and services with available resources.

Kentucky

https://www.kentucky.com/news/politics-government/article315768580.html

Do not ask me where I got this from. This is the layoffs plan:

Leadership has determined a strategic shift to cut costs, invest in AI, reorganize priorities. Finance and HR has identified which teams, roles, or locations will be reduced, mostly around Engineering. Managers are evaluating employees based on performance, role relevance, and compensation, while HR and legal reviewing the plan for compliance with labor laws and discrimination risks (Yes, external consulting firm involved).
Once finalized, affected employees are notified (by this month) — often through meetings or emails — with system access revoked immediately. Intuit will make announcement via public messaging framed around terms like “restructuring” or “AI transformation” to shape the narrative.

A hiring freeze will remain in effect for the next six months, after which recruitment will resume with a focus on new strategic priorities — even as current employees continue to shoulder heavier workloads within leaner teams and under heightened expectations.​​​​​​​​​​​​​​​​

Hope this helps.

Microsoft-owned LinkedIn will lay off approximately 5% of its global workforce. This reduction affects around 875 employees out of 17,500 staff. The company is reorganizing teams to focus on core business growth areas. A spokesperson confirmed these organizational changes are part of business planning. LinkedIn's revenue increased by 12% in the last quarter.

https://siliconangle.com/2026/05/13/linkedin-experience-company-wide-layoffs/

LinkedIn plans to cut about 5% of its global workforce. This reorganization will eliminate approximately 875 positions. The company aims to shift focus toward growing business areas. AI automation is not the reason for these specific headcount reductions. Microsoft, LinkedIn's owner, has also made recent workforce reductions.

https://qz.com/linkedin-layoffs-workforce-reduction-reorganization-051326

https://qz.com/linkedin-layoffs-workforce-reduction-reorganization-051326

Let's be honest about what's happening at Humana. Constant turnover, good people leaving every month, reorgs that make everything worse, leadership saying one thing while we see something else entirely. Who can think this is a good way to run a company?

General Motors is laying off 500 to 600 information technology workers. These job cuts affect employees globally. The company aims to reorganize its technology operations. GM stated this reorganization requires different skills and reduces overlap. This marks the latest round of white-collar job reductions for the automaker.

https://www.freep.com/story/money/cars/general-motors/2026/05/11/general-motors-layoffs-may-2026-job-cuts/90030898007/

In essence these layoffs and reorg have taken the winds out of my team. the morale is so low it’s un-existing. everyone sounds miserable, noone answers to queries. No one is motivated. my team was a top performing team before all of this. people are scared n rightfully so

anyone else experiencing the same?

Starbucks is laying off 61 corporate tech workers in Seattle. This action results from a technology department reorganization. Affected roles include project managers and systems administrators. The layoffs are scheduled to begin on June 20. All impacted employees will be separated by August 28.

Seattle, Washington

https://www.seattletimes.com/business/starbucks/starbucks-lays-off-61-tech-workers-in-seattle/

They’ve cut ~20% of the workforce today as, “ the business reorganization we announced today, which will impact approximately 20% of our global workforce. The intent of the reorganization is to simplify our global engineering operations, reduce our fixed costs, lower general and administrative expenses, and accelerate our move up-market and away from down-market SMB.”

Everyone ready for another shuffle? That time is coming again!

Elon eliminates non‑producing technical authority
He doesn’t keep:
Chief Engineers who don’t engineer
Scientists who don’t build
Fellows who don’t ship
Architects who don’t design
Highly paid engineers that do nothing, should be let go.

Does anyone know whether FILI was renamed recently?

Who now truly owns delivery if scrum masters, squad leads, and coordination layers are reduced?

This is how I am understanding it:

• much larger teams with fewer leaders
• mgrs w/ more direct reports
• Scrum master, Agile coach, program, project, and squad-lead roles being reduced
• More expectation that engineers and ICs manage execution themselves
• Fewer meetings & ceremonies (well, @ least in theory)
• More pressure on us remaining, we'll need to deliver w/ less support
• Reorgs is masked with fake terms like "efficiency," "simplification," "flattening," or "new op model"
• the layoff goes beyond cost cutting (they are trying to change how work gets done)
  Am I missing anything or something here?

Is T Brown still our CEO or did she get RIF’d? When is the next commercial coming out?

Siloam Mission is implementing cost-cutting measures. The Winnipeg non-profit is laying off 16 people. Its drop-in dining space and clothing store will operate on reduced hours. These changes address a projected $4.4-million deficit. Charitable giving is at a 10-year low.

Winnipeg

https://ca.news.yahoo.com/winnipegs-siloam-mission-announces-layoffs-213040710.html

another sign that modern day Medtronic lacks the values of the company founded by Earl is the Medtronic PR spin that layoffs are just “rumors.” To show professionalism toward the possibly thousands of employees who were let go this week, it would go a long way to publicly acknowledge layoffs, thank former employees for their work, and speak to how it is a consequence of re-organization, even if layoffs really are a result of executive incompetence more than anything.

Workers bought into the company. They dedicated years of their lives to the mission. They played the game and built careers here. There’s no reason to pretend they never existed. It’s amazing how PR works so hard to defend the company’s public image at the expense of tanking morale internally. It really is shameful.

More than 5,800 federal public lands workers departed last year. This affected eight Mountain West states. Agencies like the U.S. Forest Service saw significant declines. Many workers were reassigned to the Interior Secretary's office. This reorganization may lead to slower decision-making.

https://www.cpr.org/2026/05/07/how-many-federal-public-lands-jobs-did-colorado-lose/

The University of Kentucky is laying off over 1,000 employees. The affected staff includes 926 food service personnel. UK HealthCare will eliminate 61 positions due to restructuring. Another 36 jobs in Behavioral Science are also being cut. These layoffs are part of a broader university reorganization.

Lexington, Kentucky

https://kentuckylantern.com/2026/05/06/hundreds-of-employees-at-the-university-of-kentucky-will-be-laid-off-federal-notices-show/

Saks Global received approval for its reorganization plan. The U.S. Bankruptcy Court for the Southern District of Texas granted this approval. The retailer will lay off 16 percent of its corporate workforce. This reduction impacts approximately 640 jobs. Saks Global plans to emerge from bankruptcy this summer.

New York

https://nationaljeweler.com/articles/14939-saks-global-begins-layoffs-reorganization-plans-approved

Shopify recently laid off at least 30 employees. These cuts occurred in April across Canada and the U.S. The affected staff worked in operations and customer support roles. The company is reorganizing its revenue and support teams. Shopify aims to sharpen focus on its highest priorities and big clients.

https://thelogic.co/news/exclusive/shopify-layoffs-revenue-operations-restructure/

Someone on my team is leaving but we are not getting a backfill...

The concept of “reverse diversity” came to me during this chaotic RIF and ReOrg. Apart from architects and data scientists, it is the third problem Fidelity must fix.

If you have a team with 100% African Americans in tech, it’ll be odd. 100% African Americans in an NBA team, not odd. 100% whites in a tech team? Not diversified but also not odd. How do you rationalize the oddness of team diversity?

• Merit. If a team is not diversified because the only talents is from one origin, it’s not odd.
• Population. If a team composition (roughly) mirrors that of the population, it’s not odd. That’s why a 100% white team is not that odd in a white dominant society.

With this understanding, now think about the 100% Indians teams? (Of course I'm exaggerating to make a point but not far from reality). 100% Indian teams is such a commonplace in Fidelity tech that it’s not odd at all. There lies the problem.

• Are all the Indians on the team “talents”? Certainly not! Most are average or below average hired by fellow Indians.
• Are Indians the dominant ethnicity in America? Certainly not! A population minority dominates Fidelity tech.

Hence what we need is reverse diversity. Those 100% Indian teams need to be diluted to make them roughly mirror the population outside of Fidelity tech.

When the dusts of current RIF and ReOrg settle, architects and the data scientists are the two most costly and counter-productive roles that needs the closest scrutinies.

The existence of those helicopter architects is the single inhibiting cohorts to an engineering driven culture. If the premise of those tenured architects is to guide the weak engineering teams, it’s not working and will never work (that’ why you don’t see the architect role in big tech such as Google and Meta):

• If you keep the architects away from the engineering team like it is today, their lack of current and hands-on knowledge, and their lack of affinity to the day-to-day work on the one hand, stretches a tension with their assumed authority on the other hand. We find ourselves wasting cycles and energy convincing and compromising with them on a good day and misled/delayed on the bad days. We consider those architects good if they stay away most of the time, reverse engineering by themselves or asking us to produce a few pretty diagrams from our finished products periodically, and don’t try to put their dirty fingerprints on everything we do.

If you pull those architects Gods down from the FAE heaven and embed them into the engineering teams, their unwillingness to do the dirty chores and their proud refusal to assimilate will create tension between themselves and rest of the team like oil and water. Neither party will be happy.

That leaves the only option which is to reduce the architect role dramatically if not demolish it altogether: (1) Keep only a few true architects in FAE who either (a) looks cross-functional for duplication and consolidation opportunities or (b) possesses niche knowledge and skills such as security, internationalization or accessibility. (2) Fire the rest or demote them to principal (or just give them the VP title) level IC and disperse them into individual engineering teams.

With the deadweight architects out of hand, we may start growing the engineering team and culture by trusting engineers with the architectural decisions in a collective fashion among the junior, senior, principle and tech leads of a team.

Now let’s turn our attention to data scientists. WARNING: they’re so much worse than the architects!

The complete AI ignorance of the upper managements makes themselves easy targets to the scammed by Fidelity’s fake data-scientists (compared with those who can build GPT):

• They’re paid at least one level higher than engineers yet what are they doing these days? Developing chatbots by calling vendor APIs or downloading models from HuggingFace. What entails in developing chatbots or the fancier agents? (1) Calling APIs, (2) developing the chat GUI and (3) Crafting LLM prompts. Well, software engineers are better calling APIs and developing GUI, and non-technical business domain experts are better at crafting LLM prompts. Both do a better job significantly cheaper. AI has been demoratized to a point where a high-school drop out may do a better job than an Ph.D. who don’t continuously learn.

Why don’t they train foundational LLMs that utilizes Fidelity’s private data, like Bloomberg, Captital One or Morgan Stanley? They can’t. The whole data scientists community from top to bottom are outdated. They’re stuck in the old traditional machine learning paradigms of regression, decision trees and scikitlearn. They haven’t or can’t learn the new AI paradigm which appeared on in 2017.

That leaves us with three options: (1) Fire majority of them to make room (2) Demote the remaining good data scientists to sort of higher level AI analysts who conduct experiments and compare vendor/HuggingFace models. (3) Hire true data scientist who are either experienced with or educated on the current paradigm of AI, that is those laid off from big techs and those fresh graduates who learned current paradigm of AI at school.

Architects and Data Scientists, the attic where all the dusts collect, need a desperate cleansing. With these two roles straighten up, Fidelity 2.0 may start!

PayPal announced a major reorganization to streamline its business into three core divisions and accelerate growth, alongside several leadership changes and executive departures. The company emphasized simplification, stronger accountability, and increased focus on AI-driven transformation as part of its long-term strategy.

While no layoffs were formally announced, restructurings of this scale are often accompanied by workforce reductions. As PayPal aligns teams to its new operating model and removes overlapping roles, it is widely expected that a reduction in headcount—potentially affecting around 15% of employees—could follow in the coming weeks to improve efficiency and reduce costs.

Given recent news of the reorganization. Would it be wise to think roles will be shared between modalities? Seems like there’s some big change brewing…

• What reorg has accomplished the stated goals beyond short terms savings from firing people eroded when they had to hire the people back to run the business?
• What big, disruptive strategy initiatives have actually been delivered beyond some instantly outdated chatbot? What from the ET's AI roadmap has actually been delivered and successfully?
• How long does your ET get to blame people that were let go or pushed out for their shortcomings? Some have literally been doing this for years.
• How many top performers get pushed out while you just keep adding heads to compensate for chaotic programs like Salesforce as those you kept have no idea how to run a CRM, including the new CIO?
• How much money do you waste on BCG, McKinsey, etc. with no results to show for it?
• How long do you keep an ET that has a "provide customers everything and the kitchen sink" approach vs having an actual, modern, and innovative product strategy? There is 5 ways to buy every product at pricing that makes no sense to us, never mind customers.
• How many leaders can you hire that have no idea what they are doing, such as the CDO, CFO, new CIO, and many of those leading Engineering, while you fire the people that did the actual work and knew how things worked?
• How low are you willing to let morale go before the company is not longer functional?

Was there a re-org in Ops?

When is the next one? I want to press that EOI button and nope out of here ASAP.

According to multiple sources here in NC, there could be a major reorganization involving GCL, SL, and Architect roles across all the BUs (Starting with wealth and brokerage) . GCLs are largely viewed as paper pushers with no real value, and many G-8 SLs could be pushed down to G7. Architects are seen as another set of dinosaurs from a bygone era , they may soon become extinct as well.SLs in the platfrom squads will be axed or pushed to G7-6 individual contributors

Bloomsbury, a UK-based publisher, announced a restructuring plan. The company intends to streamline its operations for future growth. About 55 positions will be eliminated in the US and UK. Bloomsbury will reorganize its three main editorial divisions. These changes are scheduled to take effect on June 1, 2026.

https://locusmag.com/2026/04/bloomsbury-layoffs/

For months conversations have swirled around a changing risk environment @PNC and today, unfortunately several folks in Risk, Compliance and i believe the change office were displaced after an organizational realignment. This comes on the heals of FirstBank and the BAM's. Sadly, it seems like this is just the beginning, not just with PNC, but banking in general. The financial landscape is drastically changing...it feels like 2008 all over again.

What happened to management doing the right thing and being transparent when potential reorganization was in the mix? After more than a decade, I recently retired only to find out that my position was changing and becoming 2 positions. Had they been transparent, a severance package would have come my way - nope. They stayed silent at my expense. Made me remember it’s only a job - and I cared more than management did. Has this happened to anyone else?