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1041 points mertbio | 1 comments | | HN request time: 0s | source
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keiferski ◴[] No.42839412[source]
The thing that bothers me most about layoffs due to “financial difficulties” is when you observe management wasting absurd amounts of money on something in one year, then announcing the following year that they have to make cuts to baseline, “low level” employees that don’t cost much at all.

This kind of managerial behavior seriously kills employee motivation, because it both communicates that 1) no one has job security and 2) that management is apparently incapable of managing money responsibly.

“Sorry, we spent $200k on consultants and conferences that accomplished nothing, so now we have to cut an employee making $40k” really erodes morale in ways that merely firing people doesn’t.

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TeMPOraL ◴[] No.42841209[source]
One thing I learned the other day is to never believe the internal corporate newsletters. For an entire year, pretty much every single day would bring in an e-mail from Company BU A, or Cross-Company Initiative X, or Podcast with CEO, or such. Every single one of them would talk about the great successes in recovering from the economic crisis, the amazing results this quarter, the great product release here, another successful merger there, new perspectives on Bitcoin or AI or such from CEO, whatnot - all giving you the picture of the enterprise being like literal USS Enterprise hitting warp speed. And then a layoff wave finally reaches your department, and you learn that apparently the whole BU is deep in the red and they're forced to cut staff across the board, and it's been like this forever, and that's why there was an emergency meeting last Thursday (called "Financial Update Q3 for BU Y" or something, non-obligatory and otherwise not announced or discussed), and "don't you ever attend town halls?".

(Yeah, no one at PM level or above does, there's nothing relevant in them. Until one day there is.)

Newsletters, meanwhile, continue coming and announcing even greater growth due to digital transformation in the age of blockchain or AI or stuff.

Lesson learned: the first impression was correct - it's all internal marketing, and it's about as truthful and helpful to the recipient as regular marketing, i.e. not at all.

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1. nthingtohide ◴[] No.42842466[source]
When narratives fail, to casual observers the failure seems sudden and out of the blue, but there are usually unmistakable signs of "narrative breakdown" that often become obvious to most observers only in hindsight. One of the most dramatic stories of a "failed narrative" we have ever read comes from Barton Biggs, in his book "Wealth, War and Wisdom":

>> "...the Japanese official battle reports and the Japanese press reported the Battle of the Coral Sea as a great triumph, and Midway was portrayed as a victory, not a defeat, although some loss of aircraft and ships were admitted. Although casualties must have been noted and grieved, Japanese society at the time was so united behind the war policy and believed so totally in the invincibility of the Japanese military, that defeat and economic failure were virtually inconceivable. It would have been unpatriotic to sell stocks..."

>> "Not every investor in Japan misread the battles at Coral Sea and Midway. Food was in short supply, and railings in the parks around the Imperial Palace were being dismantled for their iron. The Nomura family and Nomura Securities in mid-1942 began to suspect the eventual defeat of Japan. Although the newspapers and radio broadcast only good news about the course of the war, the Nomuras apparently picked up information in the elite tea houses of the upper class. Many of the naval officers and aviators involved in the battles at Midway and the Coral Sea had geishas, and when the officers failed to return, rumors began to circulate."

>> "The Nomura family, sensing something was amiss, began to gradually sell its equity holdings, and even sold short. Later they purchased real assets, probably reasoning that land and real businesses would be the best stores of value in a conquered country. These protected assets allowed the family to have the capital to finance the rapid expansion of Nomura Securities & Research in the immediate postwar years and eventually emerge as the dominant securities firm in Japan."

When did the narrative above "officially" fail? Many date it to August 15, 1945, six days after the 2nd atomic bomb was dropped on Nagasaki, when Emperor Hirohito addressed Japan on the radio to announce Japan's surrender, noting "...the war situation has developed not necessarily to Japan's advantage..."