Operational Excellence (OPEX) Daily Briefing – Tuesday December 30, 2025: ‘Efficiency’ Is No Longer a Slogan: Tech Leaders Redesign Operations and Organizations.
Điểm Tin Operational Excellence (OPEX) Mỗi Ngày – Thứ Ba, Ngày 30/12/2025: ‘Hiệu Quả’ Không Còn Là Khẩu Hiệu: CEO Công Nghệ Tái Thiết Vận Hành, Tổ Chức Thay Đổi Sâu.
Welcome to my unique weekday article for the paid subscriber-only edition.
Operational Excellence (OPEX) Daily Briefing – issued on weekdays (Monday to Friday).
Điểm tin Operational Excellence (OPEX) hằng ngày (phát hành các ngày thứ Hai đến thứ Sáu).
This is the bilingual post in English and Vietnamese. Vietnamese is below.
Đây là bài viết song ngữ Anh-Việt. Tiếng Việt ở bên dưới.
English
PART 1 – OFFICIAL INFORMATION
In 2025, many major U.S. technology corporations have publicly emphasized “operational efficiency” as a central management priority in their communications with shareholders, employees, and the market. According to official statements from corporate leadership, periodic financial reports, and summaries from U.S. financial media, the concept of efficiency is no longer understood merely as short-term cost control, but is instead framed within the broader context of organizational restructuring, operating model optimization, and workforce strategy adjustment to align with a new phase of technological and market development.
At Amazon, senior leadership has repeatedly emphasized goals of organizational streamlining, reducing role overlap, and increasing productivity per unit of resource in internal meetings and letters to shareholders. Official disclosures indicate that Amazon continues to review support functions, middle management layers, and business areas no longer aligned with strategic priorities, while maintaining strong investment in AI, data infrastructure, and logistics automation. The company describes these actions as part of a long-term operational efficiency strategy, rather than a short-term reaction.
At Google (Alphabet), organizational efficiency has also been placed at the center of management focus. In financial reports and investor communications, leadership has stated that the objective is to build a leaner organization, concentrating resources on areas with long-term impact such as foundational AI, cloud computing, and core products. Official information shows that Google has been adjusting workforce structures in certain departments, particularly in teams with overlapping functions or performance no longer commensurate with operating costs.
At Microsoft, the message around efficiency is directly tied to its AI-first strategy. According to disclosed materials, Microsoft is reallocating resources from slower-growth areas toward AI, data platforms, and cloud infrastructure. Workforce adjustments, as described by the company, are intended to ensure that the organization can scale without operating costs increasing linearly, thereby improving long-term cost structure.
Meta is among the technology companies that publicly articulated an “efficiency” orientation early on and has continued to maintain this direction in 2025. Official information shows that Meta has focused on reducing middle management layers, simplifying team structures, and prioritizing investment in AI, computing infrastructure, and core products. Meta’s leadership has emphasized that operational efficiency is a necessary condition for maintaining competitiveness in a rapidly changing technology environment.
At Salesforce, operational efficiency has also been highlighted in shareholder reports. The company has stated that workforce adjustments and organizational restructuring are aimed at reducing indirect costs, shortening decision-making chains, and improving profit margins amid intensifying competition in the enterprise software market.
According to aggregations from U.S. financial media, a common theme in the messaging of these corporations is the linkage of “efficiency” with deliberate restructuring, rather than short-term reactions to economic volatility. All emphasize that workforce adjustments do not equate to capability reduction, but rather to role redefinition, resource prioritization, and rethinking how value is created in an environment where AI and automation are increasingly embedded in operations.
Official information further indicates that operational restructuring is not implemented all at once, but rather phased over time, aligned with performance evaluations, technology strategy, and medium-term objectives. This reflects a clear shift in managerial thinking among U.S. technology corporations: from growth driven by headcount expansion to growth driven by system-level operational efficiency.
