Let’s hear it
33 replies (most recent on top)
Heard this before. What is different this time? I don’t think anything. If MO had brought in some new leadership rather than reshuffling the current administration maybe we would have had a chance, but you are only as good as your team, and Meg’s LT is 🤨.
@a5 It worked last year!
@gx simplicity is not bp’s jam. They will create onerous PowerPoint slide decks to share a simple message. And, then suffer from analysis paralysis…will GB actually demonstrate simplicity and prudent execution management
I do think they had a point when they said we are too complicated. A simple decision/document requires half a dozen signatures, taking weeks to be reviewed, agreed and approved, and only one of them is ultimately the SPA. Many people thought they have decision rights but where are the decision rights codified?
Using GPs vs. industry standards is another one. If other operators can be successful following the industry standards, why are we holding on to the GPs, which in many instances, are more onerous than industry standards.
Looking forward to the improved ways of working to come. Hopefully we make it right this time though.
@e6 you might want to research California anti slap laws.
@cd using our cybersecurity tools to identify you by paying the layoff. Com and if you are currently employed at bp and will be either in the bottom 10 or let go depending on what you posted.
@ba What's the significance of that?
@ak Every year at this point
@cv I would have thought in the interest of simplicity we would just cut out the middle man and ask chatgpt/co-pilot directly 😂😂😂😂
@aa no McK but EY is being brought in to “advise” on the structure.
@cd your annual rating compared with everyone else.
@a7 what are the metrics being used to evaluate who is “bottom 10%”
@bj the Iran war sent bp shares to a 16 year high, completely otherwise unjustified after 5 years of terrible strategy.
Anyone who didn't sell their available BP holdings during this last few months is an id--t.
EE couldn't lie convincingly when he was ask to respond what he would tell family or friends to invest in bp shares rather than Shell or Total. He probably sold all his personal shares when the price jumped due to the war. At least BL had charisma. This group today were as dull as a butter kn--e.
Very disappointed (but not unexpected) that they wouldnt be upfront about staff reduction, but wait for it to be a question. GB with the usual useless answer - "the vast majority wont be affected, but a significant amount will"... what does that mean, except the typical BP LT d-mbo answer. Meg is slowly losing the respect that she was going to improve this worthless bunch
Will bp staff actually react or await for this new initiative to die on the vine? What’s the general consensus? Have the middle managers started whipping up their staff? Or is this HoHum need more PowerPoints and offsite engagements
Don’t overlook EE touching his ear on the value proposition for family buying bp shares, especially downstream.
and its still showcased on McK website @b0 https://www.mckinsey.com/industries/oil-and-gas/our-insights/bp-an-agility-pioneer-in-the-energy-industry................!
@as they didn’t say how many people will be laid off. I think GB said something weird like “the majority of people will not be affected.” Which does not sound good since it could mean 49% of people will be affected. They really messed the bed with their half-baked messaging.
we gonna do back-end loaded, 7-sigma nimble work style next
Agile was a load of old baloney
Reinvent was the biggest sh@tfest ever... and with the agile b@llocks being the icing on the cake. I like to think Im a semi intelligent person but 60 slides explaining how teams worked together was a complete and utter p#sstake. Set us back years ... pretty much all the agility folks gone thank fxck ... but sadly some of the management that championed it still in place (yeh you GB).. so dont talk to me about simplicity and accountability when you were resposible for the most complex organisation anybody could have dreamed up in their worst nightmare...
It seems like they will have a structure in place but haven't figured out how it will work. So same half-baked process they rolled out after re-invent expecting the organization to work through the problems. Then they have people writing useless and complicated workflows for us to follow. On top of that they will have people updating processes that creates more churn in the organization. They call it a success because they eliminated all those people but those unfortunate folks staying will have to deal with the same inefficiencies. GB thinks its okay to have 4 people agree and 1 person accountable. Why have anyone agree, you can get their input but doesn't mean they can block the decision.
@a7 did they give any indication of how many people are being laid off?
How many times did they say simplicity?
They spoke so quickly and tersely it was difficult to capture their future state. The employees are tired and performing this circus every 4 years is starting to feel painful
Simple same people that were cheerleading Reinvent and were paid handsomely in additional compensation are now at the leading edge of meaningful change!
Let that sink in! 2nd chance at the Apple 🍏
This goes to prove that BP does not have an intention at transforming. More PowerPoints and buzz words…
@a4 do share your perspective? BP is too complex and toxic to absorb whole
What we all know - that Reinvent was an unmitigated disaster of a re-organisation that added complexity instead of reducing it.
The outcome is that every person in bp now will have to endure another one. Let’s just hope that McKinsey are nowhere near it.
Those with their fingerprints on Reinvent should be shown the door.
Accountability is the word of the day. I would love to see a count of how many times they said it. Problem is they didn’t say what accountability means in this new organization or how it will be achieved.
What still unknown is will the severance benefit stay the same for those impacted as previous years or will they use the forced performance ranking done at midyear review to eliminate the bottom 10% without paying the severance.
They need help from someone who knows how to communicate. That was disjointed, meandering and unclear. It left a lot of unanswered questions on the topic people are most interested / will I have a job next year.
During the meeting, the LT talked fast and as if employees all have the same context that they have. So it was kinda hard to follow. My big takeaways: (1) Things are changing. (2) It’s going to happen fast. (3) You’ll know the org structure by July 1. (4) The org will be stood up by the new year. (5) There will be no EOI and no applying for jobs - you will be placed in your role.