Look back at the layoffs from 2015. The excuses are the same. Too many layers, too much inefficiency, too much redundancy, too slow with technology, costs out of control, and a business model in perpetual catch-up mode.
The only thing certain about this company is its ability to keep spinning and spinning without actually solving anything. This was a broken company then, and it’s broken now.
It’s a new CEO. This always happens when leadership changes because they have to pi-s on their territory and move things around to their liking. I’ve never seen this not happen with a CEO change.
Funny they created a SWP strategic workforce planning team after 2015 to avoid future mass layoffs. Whoops that didn’t work out. And prob changed benefit / PTO payout rules after 2015 to avoid having to pay that out again knowing many will never use close to the vacation they earn and keep up w their jobs
All very true. It’s more likely this has nothing to do with the stated reasons and it’s to cut costs. This is just the corporate spin on it.
Until store payroll gets solved very little else gets solved, regardless of how many times the merch team gets re-organized. Store payroll is a pair of handcuffs on merch. Without store payroll, transition payroll doesn’t exist. Without transition payroll merch cannot deliver assortment newness. Assortments grow stale. Shelves sit empty because there aren’t enough TMs to set POGs nor do backroom pulls. Store TMs are already spread beyond thin. Guests find they no longer have a reason to visit. Tired assortment presentations lead to sales declines and sales declines lead to store payroll reductions and payroll reductions prohibit stores from setting newness which lead to further sales declines and down in a spiral it goes. Another re-org in merchandising solves nothing if the store payroll barrier remains in place as stores and merch are symbiotic. If the stores can’t execute it, merch can’t fix it.