Thread regarding Thomson Reuters layoffs

I knew Michele and Mark - great people to work with and very smart. They both deserved better. Nancy Hawkins is very nice but I feel that that they are pushing her up the corporate ladder way too quickly.

I agree, good people, hard workers, TR people to the core, you can point to their accomplishments, but that once again proves, that doesn't matter at all. TR doesn't respect any of their employees, and if they say they do, it is a complete lie. I have watched people over the last 4 years get exited out of this business that is mind boggling. They only thing this most recent group is guilty of, is believing that great performance was going to keep them, another group of people that were bamboozled. There is no hiding from the irrational decisions made at TR. I honestly believe that if there is any single person still remaining at TR that believes there is a future with the company, they are in total denial.

In almost 30 years in tax editorial at WGL and it’s subsequent forms, I worked with several excellent product managers. Bill Burke was the best. He somehow managed to think simultaneously like an editor, a customer, and a product manager, and he was funny as he-l, just a pleasure to work with. Meetings that I dreaded (they were frequent) always went better when Bill attended.

I have great respect for that team, and Pushkar and Bill in particular - smart, dedicated, hard-working, and pushing on all the right issues. More victims of our short-sighted location strategy. Godspeed!

Since someone posted this with names in it, I would like to say that I've worked with some of these people and they are among the smartest, hardest working in the company. They could have been transferred within TR and would have done a great job anywhere.

Which date? The Checkpoint Production Management Team announcement was June 30.

How old is this information?
Is it recent?
Which date?

Pushkar liked to call other teams irrelevant…

Is there a new general manager of tax and accounting firm segment ?

Why are they pushing Nancy Hawkins? She seems nice but devoid of any real management experience and has zero product experience

"Our journey." Unless we ax you and you're not part of it.

Is this template on The Hub? Please send link.

Nothing surprises me - it seems like, after talking with another former colleague, they are using a form letter to announce these changes. We need to make sure they stick to the plan and align with their value streams, so I've copied and pasted a template in the event that they lose the layoff template they're currently utilizing.

Remember, leaders, please use TR-brand formatting. Knowledge fonts only, please! See below for text.

Changes in the (BUSINESS UNIT HERE)

Team, I wanted to take a moment to share with you some changes that we are making to the (BUSINESS UNIT HERE).

As you may know, we are on a journey to evolve Thomson Reuters into a leading content-driven technology company, powering the world’s most informed professionals. To achieve that, we will transition from being a holding company to a single operating company – working together as one TR to deliver for our customers. Part of this journey is to continually assess our operations to make sure that we have the right roles in the right locations for our business needs.

In (SUB-SEGMENT), part of our strategy includes aligning the (SUB-SEGMENT TEAM) in core locations. As a result, we’ve made the difficult decision to eliminate some of the roles that do not align to this strategy, including (NAME 1) and the (LOCATION) based Product Management team reporting to him – (DIRECT REPORT 1), (DIRECT REPORT 2)and (DIRECT REPORT 3).

Our employees are our most valuable resources, and the decision to eliminate roles is not one I take lightly. This decision was doubly difficult for me based on the exceptional contributions this team has made to our business. Nonetheless, this step was required to help us advance on our journey. (INSERT HALF-HEARTED TRANSITION PLAN) I thank (NAME 1) for his leadership and the high-quality of work he and the team have delivered, as well as his willingness to help us with the transition.

(PRODUCT 1), (PRODUCT 2) and (PRODUCT 3) are all crucial for continuing to meet the needs of our customers. All of us will be focused on minimizing disruption for those teams and our customers.

In the near-term, (SOMEONE FROM THE TR LEGAL FRIENDS AND FAMILY PLAN) will assume leadership of the (PRODUCT 1), (PRODUCT 2) and (PRODUCT 3) teams, in addition to (PRONOUN) current duties. In the coming weeks, we’ll share more on our plans and vision for (PRODUCT 1), at which time we will invite you to join in a conversation so we can address your questions. In the meantime, please raise any immediate questions with your manager.

Thank you for your continued professionalism and contributions as we navigate these changes.

(LEADER NAME FORCED TO USE FORM LETTER)

/end

They are really pushing Nancy Hawkins up the corporate ladder.

"In Product & Editorial, part of our strategy includes aligning the Checkpoint Product Management team in core locations."

This is a lie. There are more remote employees than ever before, and TR doesn't plan on bringing everyone back to the offices. Some of the people there - maybe all of them - are well-tenured, some still with pensions. And all of them with a TON of institutional knowledge.

Find a lifeboat if you're still fiddling around.

Enough of the holding company to single operating company fluff. It's clear that you have no strategy but to make cuts, inflate the stock price, divest, and sell.

No one trusts you or believe you, Andy.