We just had a all TGRC team call with Brian Cincera leading. He read an obviously prepared statement that all of us still have jobs (for now). HR was present. Said next week we'll find out more about what our roles are. Meeting was very cold. This f'in company
Thanks Jen Hartsock!
Agree with all of the above comments. History of what has previously transpired at Cargill is not appreciated. Jen rules with a fear mindset- no more anonymous questions, complete shift of her leadership team (with only 1 original person, Keith, remaining), lack of compassion, unclear vision, putting “leaders” in place with zero perspective of this company.
Had a 'huddle', similar to other DT&D teams, with the 'specialized portfolio team' and Glowacki this morning. Clueless. Had trouble reading from his cue cards and, as usual, showed very little in the way of any actual leadership and continues to show he is grossly unqualified to be a 'Group CIO'. Seems to be a common thread amongst DT&D leadership.
Over a decade at Cargill in IT and have been through a few 'RIFs', albeit smaller scale (IT focused). When the previous CIO took over, there were many changes and, at the time, some questionable shifts in org and operating model. But there was continuity within the org and a connection to broader business drivers. Some leaders and upper to middle managers moved on, but there were quite a few left and there were threads of leadership and strategic initiatives that were carried forward, for the better.
This is different. There is 0 acknowledgment of past initiatives or investments (some successful, some not so much)... the point is that the new regime and leaders appear to care very little about learning from anything that has taken place in the past and experience counts for nothing. You're either with them or not.
As a result of all this, DT&D has been decimated in the 3 years since Jen took over. Almost every leader with more than 5 years of experience has been shown the door. In the lead up to the mass DT&D firings in August, things had already disintegrated. Teams were floundering with a lack of coherent strategy and direction. Many individuals were let go, forced out or left on their own accord. Entire capabilities have now been completely disbanded (see architecture). All of this while leaders with very little tenure, who have achieved nothing, have already been promoted.
Made it through the initial round, but don't see much in the way of prospects for the future with this leadership team (DT&D and broader)...
Jen Hartsock seems to be trying to consolidate power. She pretends to be this open collaborative leader but she's a power hog who doesn't put people first in any shape or form.
In fact this whole executive team (especially the new additions, Jen, Steph and Joanne) is NOT people focused at all. I'm surprised the family is letting Sikes and this team run the show like this. This is not the Cargill way. If they are going to shift the culture of the company to this take no prisoner's approach I see many failures in their future. Brian was that way in Protein and was still able to get promoted to CEO but that approach won't work beyond Protein.
Just have an owners mindset and you’ll see that cutting back an already understaffed team a second time is a good thing!