Single-Family, for example, was already top-heavy before the layoffs, and it’s even more bloated now. Rather than streamline, the organization has added layers: senior directors on top of directors, who sit above senior managers, who oversee managers, some of whom have as few as 3 direct reports.
This structure raises a clear question: Why are there so many layers of leadership for such lean teams? The result is diluted accountability, duplicated oversight, and a culture where decisions are filtered through too many hands, often slowing down delivery and hiding ownership. With the number of associates left, there shouldn’t be this much layers. For what?
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Just look at FAME, that project consists of 60% managers lol.
Not only that but they are upending people's lives with their strategic decisions which have nothing to do with optimizations nor cost savings. Just the opposite. Fu-k them all.
@aw It was like this prior to Pulte and has been getting worse and worse over the last 15 years. It is all with people that are currently there that don't need to be.
You look at all these managers and directors and senior directors, whatever they are, and if they aren't in meetings all day they just stare at their phone and walk around. They don't do much, nor do they have any new ideas. They just wait to take orders from those above them and those above them. Of course they all think they are so important.
They are aware of all this. Yet they didn't do anything about it.
Pulte's buddies and people who will be complicit with fraud need high paying jobs doing absolutely nothing other than overseeing more fraud.
And multiple PO/PM per team, they act like manager.
It's a complete joke. Any deliverable I'm responsible for has to go through extensive rounds of reviews with stakeholders from all over the org, at all levels, with people nitpicking over phrasing of minor points on unimportant appendix slides.
All for a deck that'll likely just sit on a shelf collecting dust and won't actually influence any decision-making.