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Comments (2)
The transition since the merger has been brutal, and honestly, the shift toward these 'deep dives' is classic corporate maneuvering. When leadership starts moving the goalposts on KPIs mid-year, it’s rarely about actual performance and almost always about creating a paper trail to cut costs without triggering severance mandates. I’ve seen this playbook before at other firms. Keep your head down, document every interaction you have with your lead, and start quietly updating your resume just in case. It’s better to be over-prepared for an exit than caught off guard when the ax finally falls.
Everyone is sensing the tension right now. It feels like we’re in a constant state of limbo where nobody knows if their role is actually safe or just waiting for the next re-org cycle to hit. HR is definitely acting twitchy, but don’t let the paranoia paralyze you. Just keep doing your job as written, track your own wins, and stay professional. If they’re targeting high performers, it’s a systemic culture issue rather than a personal one. Focus on your own exit strategy if things keep feeling off, because the writing seems to be on the wall.