There is a growing need to rebuild the IT organization from the ground up. The current structure appears unsustainable, largely due to internal dynamics that prioritize personal networks over objective talent evaluation. When hiring and project assignments are influenced by informal relationships rather than skill, capability, and proven performance, the long‑term stability of the organization is put at risk.
A core issue is the communication gap that arises when teams lack strong, shared comprehension of requirements in English, documentation, and escalation details. Even when individuals speak clearly, English comprehension and interpretation of complex technical or business requirements must be precise. When this breaks down (not clearly communicated), issues are not reported accurately, root causes are misunderstood, and projects drift off course. (This is occurring a lot and people are tired of reporting it)
This is especially critical for AI and advanced technology initiatives. (Ask Google and MS why they laid off AI team sets it is because of comprehension failures) These projects require highly specialized skill sets, rigorous communication, and a culture of accountability. Without the right mix of talent and leadership, these initiatives are likely to struggle or fail.
To succeed, the organization must ensure that:
• Roles are filled based on capability, not personal networks. (Not friends trying to get Greencards or needing a job for H1B placements)
• Project teams are diverse in skill, background, and perspective.
• Communication standards are enforced consistently across all teams. (Half the time most team members are not communicating issues in English to everyone this is where the breakdown is)
• Internal “clubs” or closed circles are dismantled in favor of transparent, merit‑based structures. (This needs to be done)
These observations are not directed at any specific group—they reflect systemic issues that can affect any organization. My goal is simple: I want to see Fiserv succeed, and that requires a strong, well‑structured, and talent‑aligned IT foundation.
12 replies (most recent on top)
Give up trying to fix anything here. Just collect a check like everyone else while you last here.
They stopped caring long ago and no signs any of that will change. This place is doomed.. everyone here can feel it and knows it to be true. Fu-k it.
I agree with you 100%. I would love to help with that but I was laid off in 2024 after 25+ yrs with no reason given. I asked 3 times why.... was only told I was one of the unlucky ones that ended up on the lottery list. My experience and background was very diverse and solid with excellent reviews every year. Good luck with your hopeful endeavor. I'm afraid they don't care enough to follow such a plan. It makes too much sense. 🤷🏻♂️
@ds They are US IT numbers.... Not Fiserv.
@cx that is incorrect in Fiserv s IT. Those are company wide numbers not the IT area, The IT area is why Fiserv Products are not working for clients. This is what clients are complaining about. The build and support have been outsourced to India. Look at Clover and Zelle for the bad designs and workings. This is really awful.
📊 Racial/Ethnic Breakdown of IT Professionals
According to recent demographic estimates from job data analysis (cross‑checked with Census/BLS data):
Information Technology Professionals (broad category):
White: ~55.0 %
Hispanic or Latino: ~15.9 %
Asian: ~12.4 %
Black or African American: ~10.9 %
Unknown/Other: ~5.4 %
American Indian & Alaska Native: ~0.4 %
(Zippia analysis of ~30 million profiles)
Zippia
Information Technology Specialists (similar category):
White: ~54.4 %
Hispanic or Latino: ~15.7 %
Black or African American: ~12.2 %
Asian: ~11.9 %
Unknown/Other: ~5.3 %
(Role‑specific data from Zippia)
Zippia
I have seen great IT departments destroyed at Aon in 2005 and Abbott Laboratories when outsourced to Pune - and WiPro in particular. Disasterous in every way so I have no sympathy for H1B vista or India. Good Americans can do the job. Give us the tools. I was with the magnificent Malware department in Alpharetta - long gone now. All on their own to new jobs.
All the issues you pointed out have gotten SIGNIFICANTLY worse since I got here a couple years ago.
@OP should be running the company
This company internally is all about power, networks, politics, and protection — not about individual merit, good quality work, and doing all in your team's best interests. Take a closer look around this year.
This issue extends beyond project managers. I have reached a point where I no longer correct misunderstandings caused by communication gaps; I simply move forward, as constant clarification becomes an unnecessary burden. It is surprising that such challenges persist in a U.S.‑based operation. If the stock is already in the low 60s, this is the ideal moment to rebuild the organization correctly and establish a stronger, more sustainable foundation.
@ak This is the only viable path forward: ensuring that the work is handled by qualified American professionals who possess the necessary skills and accountability. We cannot rely on project managers who fail to meet their responsibilities or demonstrate the required level of engagement. Far too often we hear statements from certain PMOs such as “this is not my job” or “I don’t understand,” which reflects a lack of ownership and undermines project success.
To do this, we need to start by putting Americans back in projects management roles. These are the people that know our systems, document, and communicate. This is the point of failure now