#transformation

We lack vision and long term planning. We opt for layoffs because it's the easiest option to free up capital when our stock is going down the drain. We forget that the employees that we let go have context and knowledge domain expertise. By the time we realize, we're going to try and patch it up with rehiring but getting ramped up and onboarding takes time. At the end of it, we would have lost capital, opportunity cost and market share. I genuinely want to know who is driving our transformation and strategy? Are there not any business case studies we can look at? How many companies have successfully pivoted away from third-parties to DTC? Even Apple sells their products at other stores. How many companies have succeeded in GC? For a company of this caliber, I would have expected that we have some risk-based assessment when making these plans. I'm sure Nike would have its own Harvard business case study one day at this point.

@kp+1krea8g33 hits the nail on the head.

AC and his direct leadership team represent a significant leadership investment, yet employees continue to ask a simple question: What measurable value has been delivered from the cloud migration program?

The organization has become increasingly management-heavy, with governance and project management often taking precedence over technical leadership and engineering execution. Many engineers feel that recognition and rewards are concentrated within leadership, while delivery teams carry the majority of the execution burden.

Before investing further in new transformation initiatives, Gunjan should push Dilip to review and reorganize this organization, assess its effectiveness, and ensure leadership costs, accountability, and business outcomes are properly aligned.

I am working on the consent order and most of my engagements is done after the end of this month. It’s hard to feel confident I will still be employed next month. Does Citi historically layoff staff in July?

PEP stock is sitting right in the middle of 2021's range - well below 2021's year-end close of ~$159 - Can doomed PepsiCo turn things around? How much Ramon has left in the role? Is this a real business value of our Strategy & Transformation over the last 5 years?

Chief Transformation Officer - gone. Head of Future Forward rollout - gone.

No doubt Stephanie will tell us that future forward has been a roaring success and the transformation of our business is complete - so nothing left to do for the bold leaders of the future forward program as they ride triumphantly into the sunset.

Electrolux will lay off 1,255 workers at its Anderson, South Carolina plant. These layoffs begin in July due to a joint venture with Midea Group. The plant will retool to produce washers and dryers instead of refrigerators. All affected employees are eligible for rehire when the plant reopens. Workers will receive severance packages based on their tenure.

Anderson, South Carolina

https://www.southcarolinapublicradio.org/sc-news/2026-05-28/electrolux-announces-1-255-layoffs-in-anderson-amid-joint-venture-with-midea-group

Is this end game for career connect or are their other changes pending? Seems like there's less information and features available than before the transformation. What was the point?

BNY’s “transformation” machine keeps producing the same outcome: people doing real work get tossed aside, then retroactively labeled as “not a fit” to justify decisions already made in a conference room weeks earlier. The script never changes — strong reviews, solid delivery, then suddenly you’re recast or discarded as the inflexible obstacle to whatever new operating model changes leadership is worshipping this quarter.

And the part about “other opportunities”? Classic BNY fiction. They don’t offer options; they don’t offer severance… only a storyline to protect the org chart. Meanwhile, the people who kept the place running are left trying to rebuild careers while BNY congratulates itself for “modernization.”

Your experience isn’t an outlier — it’s the business model. Employees give decades; leadership gives euphemisms. And the saddest part is how many careers are derailed or forced to end earlier than planned… not with recognition, but with a carefully crafted narrative that erases the truth and replaces it with some delusion of BNY's visionary leadership and innovation.

This top 5 goal is a major change, easily categorized as transformative if anything close to that is achieved. Has anyone seen any metrics / reporting of progress on this? I don't think achieving progress on this goal is realistic without senior leaders leading the way and taking work out (reporting overload being 1). Haven't been here long, this seems like a pipe dream...generally interested in your thoughts?

BNY Pershing’s CIO came and went faster than a transformation buzzword. The British hipster swagger, the artisan‑arrogance, the 'Untuckit' shirt and white tennis shoes style and the “I’ll fix and co-locate everything in six weeks” energy — all gone. And in classic BNY fashion, the update is delivered with that beloved euphemism: “He is no longer with us.” Translation: blink and you missed him.

Survivors, how many of you are interviewing and applying somewhere else to take advantage of the higher commodity price. My guess is 50% or more of the company is at this point.

A lot of other companies are hiring and I don’t believe the “transformation is complete” narrative.

Any thoughts on this from the audience?

Companies like these get doomed because they don’t recognize people’s background, capabilities and experience. They have one lens of cost reduction. The truth is person in lower level can only make their contributions that are aligned with their pay grade. You may have heard some people say “ it is above their pay grade”. Person may have abilities but so many people may have thrown stones on someone’s career that title wise you will not see the growth. And the person may stay in the lower role because another phrase you may have heard “it pays the bills”. Do the right thing. Put people in right roles. Re-interview everyone. Listen to them. Then give them roles based on their abilities. Then watch your company reach new heights.

They won’t apply to higher positions because they don’t want to be laughed at. You have to make effort to re-recruit within the company.

Transformation does not happen using traditional methods. Think different, do things differently, re-structure differently.

I did my part, you do yours.

Go-Go has been saying for a while now that the “Transformation” that he’s inflicted on the company are going to show real results in the year 2027.
Things are going to have to pickup pretty soon because we’re nearly 5 months into 2026 and our stock is still badly lagging our 2 main competitors stock price.

Just a though, after several rounds of layoffs, there aren’t many employees left. So why do we still need so many office buildings?

Takeda Pharmaceutical plans to eliminate approximately 4,500 jobs globally. These cuts are part of a major "Transformation Program" by March 2027. The restructuring aims to consolidate departments and automate operations. This effort follows the significant revenue decline of its dr-g VYVANSE. Savings will fund new experimental dr-g launches for future growth.

https://finance.yahoo.com/sectors/healthcare/articles/takeda-laying-off-4-500-204550228.html

Nike increased women in VP+ roles from 39% to 45% and minorities at Director+ level from 26% to 36% between 2021 and 2025. Considering how few senior leader roles open up each year, that’s a big change in a short time. Has the company become stronger because of it? Would Nike be in an even worse position if it hadn’t invested in DEI?

For some reason, and don't ask...lol...I did a random Nielsen search on reddit, and sure enough the first thing that came up was an 18yr old thread from back in the day during the original Nielsen demolition by Calhoun/Habib regarding their "genius" idea that deleting the "reply all" button in our Microsoft Outlook emails would save money! Lol. Man, I remember this like it was yesterday. This would have been circa 2008, about 2 years into the "transformation." And here we are all these years later!

https://www.reddit.com/r/programming/comments/7ttuo/nielsen_deletes_replytoall_button/

Funny how things changed. We used to have strong MIM teams where directors and senior directors were actually involved — on calls, driving resolution, owning outcomes, and working side by side with delivery teams during major incidents. You knew exactly who was accountable.

Now everything seems to flow through “Common Services”(unsure of what they do. Ask them and they go in circles as well ) with layers of service owners, orchestrators, operators, governance leads… honestly sometimes it’s hard to even understand who truly owns what anymore.

Don’t get me wrong — some people in those teams do work hard. But what’s frustrating is when the people actually fixing issues, managing crisis, and carrying the operational load barely get recognized, while others who are nowhere to be found during escalations somehow end up taking all the credit in leadership updates.

Maybe I’m old school, but leadership used to mean showing up during the tough moments, not just presenting the final slide saying “we delivered.”

At times it honestly feels like more governance theater than operational leadership. Is this really what “transformation” became?

While Takeda is eliminating 4,500 roles across its global operations, the company has some 2,200 jobs currently open for hiring, for which internal candidates will be prioritized.

https://www.biospace.com/business/takedas-transformation-program-leaves-4-500-jobless

Good bye Mahmoud to Optum Insight under Candyman100x

Incoming Hari who worked for WiPro and Cognizant as your SVP

Get ready ready!

What’s the magic word these days, strategy?

Because I have to ask, what actually makes a company great?

Is it the awards? The software? The return to office mandates? The endless systems and process changes that somehow make everything more complicated but never better?

Is it leadership that rebrands failure as transformation, then asks employees to trust the next pivot?

Is it accountability, or just accountability for everyone below a certain level?

Maybe greatness now means HR has enough time to monitor salaried employees’ attendance but not enough influence to protect institutional knowledge, experience, or morale.

And maybe AI really is the perfect corporate employee. It never pushes back, never says “this does not make sense,” and never reminds leadership that people actually matter.

But what is the strategy here? Not the slogan. Not the slide deck. The actual strategy.

Because from where a lot of employees sit, it does not look like a strategy. It looks like churn. New systems, new processes, new messaging, new priorities, every few months, while the people who know how the business actually works are treated like interchangeable parts.

A company is not great because it says it is. It is great when leadership knows where it is going, tells the truth about where it is, and respects the people who built the place before asking them to believe in the next transformation. Endless transformation isn't "transformation" it's chaos that drives poor quality, subpar results and unhappy employees.

General Motors is cutting hundreds of information technology staff. These reductions will affect approximately 500 to 600 salaried employees globally. Management began notifying affected workers on Monday morning. The company's Warren Tech Center is one impacted worksite. GM stated these cuts aim to transform its IT organization for the future.

Warren, Michigan

https://www.macombdaily.com/2026/05/12/gm-layoffs-to-hit-warren-tech-center/

1. Loans taken to cover payroll. All that LHXNext savings still can't stop the debt created implosion.
2. Accelerating the full transformation into the ENRON of the defense industry.
3. 160 hours vacation and sick combined cap being enforced in certain businesses. Director level approval required above 160 hours combined.
4. Auto rejection of planned sick or vacation leave if not provided with enough advance notice. Override requires manager and second level approval.
5. Rolling layoffs still occurring.
6. Stock price down $70 from recent high of around $370. Currently around $300.
7. Insider selling accelerating.
8. RTO harassment still occurring even with commuting costs skyrocketing due to fuel spikes.
9. Outsourced IT company not getting paid due to cash flow issues. Leads to more service outages and lack of support.
10. Morale has hit a new low. Parking lots emptying rapidly after 5 PM. Only time I've ever seen people leave faster was after a 4 hr college chemistry lab was over.

Please comment with additional information regarding the state of dysfunction @ L3H

There are 50% chances that Dan might fail but there are 50% chances that he might succeed to transform..
I do see lots of negativity among Band 5 leaders.. overheard negative talk on the floor after All hands..
why can’t these middle layer leaders do not want to give it a fair chance ?
Looks like Dan made these ultra comfortable people uneasy and they are not liking it.

Republic National Distributing Co. faces upcoming operational shifts. These shifts stem from a new agreement within the industry. The beverage distribution sector is undergoing a large transformation. This transformation may impact employees in Northeast Florida. RNDC is a leading wholesale distributor of wine and spirits.

Jacksonville, Florida

https://www.jacksonville.com/story/business/employment/2026/04/24/republic-national-distributing-co-sale-could-bring-over-160-layoffs-in-jacksonville/89773463007/

CES keeps adding VPs like it’s collecting failed resumes. This is yet another textbook DXC brownfield transformation: hard at work turning CES into a stinking CESS pool.

Kyndryl has become top heavy. Each week, some new executive joins to “transform” and bring “thought leadership” while laying off highly technical hands on keyboard skills.
@115+1kn7fxr2v

Came here to check for layoff updates, ran into this post. Bumping it up for visibility.

With the announcement of another Rogers following JS it seems clear like our days are numbered here if you are not of a certain s-x or nationality.. Funny to see them try and get around JS's non compete with Rogers by hiding them in the transformation org. Feels like we should all be looking for a new job ASAP!

https://press.spglobal.com/2026-03-31-S-P-Global-Names-Firdaus-Bhathena-as-Chief-Technology-Transformation-Officer-to-Lead-Next-Phase-of-Growth-and-Innovation

Panera Bread is implementing a new transformation strategy called "Panera RISE." This plan involves closing several regional Fresh Dough Facilities. The company is shifting to third-party artisan bakers for dough production. These closures have resulted in 399 employee layoffs across four states. Panera aims to improve profitability and drive sales growth with this restructuring.

https://www.thestreet.com/restaurants/40-year-old-fast-casual-restaurant-chain-panera-bread-lays-off-100s

What is happening with SAP Concur? Seems ripe for a full transformation or integration into SAP. After 12 years the company doesn’t “fit” at SAP? Layoffs? Hiring freeze? New Germans? Spin off?

Many big, successful companies take feedback from employees regarding their leaders.

Verizon has only a one-way survey—from manager to employee—and never from employees to managers or leadership.

Like Amazon runs frequent surveys to get:
• Team health
• Leadership effectiveness
• Workplace satisfaction

They make sure that if someone is polluting the culture, they weed them out. Verizon needs this urgently if Dan is dreaming of any transformation.

What are the thoughts behind this transition? Do you think this is go move or bad move? What are the rumors on how quota is going to be and if we are getting a comp increase decrease or change to salary? Just any more information about this transition would be appreciated. Crazy times right now at Verizon. (Posted this on other VzW thread got no responses sorry)

Saks spins the chapter 11 into something “transformative” to “ well position Saks for a strong future “

OMG!

There were layoffs right after Jon left Sharp for Inova. At Inova he has been leading a lot of digital and AI transformations rapidly which makes some of us think we may see layoffs soon. Wanted to get a sense of how his stint at Sharp was and if he is a high velocity transformation chief who might leave behind a trail of bodies and layoffs or if he is someone who is great for the long haul?

Verizon has a long history of successful execution on transformative and bold initiatives at scale. From go90, aol, yahoo, plus play, hum, blue jeans, finance transformation, Verizon global services, return to office, project 626 for customer service, and more - we have a record we can be proud of. Our leaders are experts in organizing teams in ways that result in role clarity, expertise, and results. This winning culture will do the same for our transformative AI initiatives. I have zero doubt how this will play out. Let’s go team!

Dan signed up for multi billion dollar transformation. 15k layoffs wasn't enough. More cuts def coming and it seems like execs are getting real with their teams and just flat out scrutinizing everything.

The Sr Directors are also lacking one of the two main key skills. 1) leadership 2) technical knowledge.

Only a handful around that can do both. Can't grow a company if u are just one.

Bumping this up for visibility. OP: @ap+1kkyyeqjg

Head for the hills

Of all the job functions AI is evaluating within Verizon, VBG leadership is uniquely ripe for replacement. While they talk about transformation initiatives, gap closure plans, and ad hoc Tiger Teams, none have produced real change. Just executive programs to meet their PA objectives.

The daily focus of status calls, roll up forecast reporting, escalations - those are human bottleneck inefficiencies AI will eliminate. Similarly, holding meetings to plan for meetings with higher level human leaders are also productivity black holes, easily identified via meta-analyses of calendar workflows. And the track record of decisions made after too much deliberation…the results achieved are uninspiring, to put it kindly.

While The leadership enjoyed MWC, the sales kick off in EMEA, The Superbowl, and the hospitality suite at CES, the real work of transformation languished back at the office.

AI discovery assessments in 2026 are ruthless. It won't be long now.

Another round of layoffs at Verizon is again being presented as part of the company’s transformation. Employees have heard this language before. Each cycle promises a reset and a stronger future for the business.

At the same time former CEO Hans Vestberg has moved into an advisory role at Consello. Like many executives before him he has transitioned from leading a major telecom operator into a position where his relationships and experience in the industry become the product.

For employees watching these cycles repeat the contrast is hard to miss. Workers face uncertainty and job losses while leadership often moves on to new opportunities within the same industry ecosystem.

Telecom is entering one of the largest investment periods in decades. Artificial intelligence data demand and digital infrastructure are reshaping the industry. The real question is whether Verizon is positioning itself to lead that next phase or simply managing costs while others shape the future.

Employees have heard the transformation message many times.

At some point the question becomes simple.

Dan, can you hear them now.