EB ruins a perfectly functioining BU, TCO by implementing agile and replacing processes that worked before. Now everyone is confused about their roles and responsibilities and it is more difficult to get things done.
Then EB is given the opportunity to fix CTC and figure out the way CTC can help BUs more effectively. She instead got obsessed with must win technologies, which was so basic in its framework and called chevron to develop technologies to win... ok, great... nothing happened there either.
So now she is going to destroy finance before she destroys the entire company.... It's almost like they want mediocre leaders and they push the good ones out (eg NH)
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Hey MW/MN, You’re asking the general workforce to roll up our sleeves and help the company win in any environment. Will the Board, XLT, and management make an equal effort??? Will you put a stop to the lavish parties, offsites, and require management to fly coach????? You want us to do more with less, right? Well then, apply it across the board :)
Bottom 10% of what? sounds like a quasi manager. Bottom 5% of some functions give a run for their money in the top 5% of some other functions.
Too many drama queens on this board, if Chevron let go the bottom 10% similar to XOM, a lot of improvement would have happened naturally, the issue is not just management, it is the lax system which holds very little accountability across all functions and from top to the bottom of pyramid.
The only ABU leaders lest a local. Those are untested and not worth the risk to an American company.
Really? I feel somewhat vindicated. Those of us who retired from Chevron always believed that ABU has been mismanaged from the very beginning. We raised concerns about efficiency, technology and issues with moving inexperienced hipots over there, but our concerns were ignored. You reap what you sow.
Finance being offshored is a huge eye opener for all of us, I would have never imagined that could’ve happened. It’s really the canary in the coal mine for me now that says you need to get out, help Chevron with their attrition numbers and help MW and xlt hit their numbers so they can get their bonuses.
Managers should go through a minimum 10 years of solid technical grunt work solving math in front of a computer so they understand the realities of pulling a boe out of the ground. I doubt any of the senior leadership has that.
Having worked across multiple business units, I can confidently say that ABU has struggled the most with talent retention. It’s difficult to understand how some leaders have managed to stay for 15 years without making significant contributions. For a well-established business unit with substantial funding, it’s surprising that it remains so far behind. It almost seems like some local leaders, who may have faced rejection elsewhere years ago, have managed to establish a stronghold here. In contrast, TCO boasts more talent and experience even within its junior roles compared to some of ABU’s leadership. It is embarrassing.
Every leader at ABU has a been a disaster of some sort, all the way back to JJ who drove Gorgon into the ground with the decision to locate on Barrow Island, RK with the catastrophic execution of MCPs and on and on. The only ABU leaders worse than the Americans were the Poms!
Was promoted before being held accountable for the mess and results of her actions.
That's what happened to EB.
NH was overrated. He made a mess of the ABU making everyone re-apply for jobs and leaving everyone having an existential crisis ever since. Was promoted before being held accountable for the mess and results of his actions.
The expats are the problem. TCO would be functioning so much more lean and efficient if it weren't for overpaid, useless expats.
No, the strategy is sound. People are not working hard enough. So my buddy MN will check attendance person by person to make sure everyone is showing up to the office. We will win in any environment as long as people are in the office 3 days a week
As long as the same cast of characters are in leadership positions nothing will change, the hardest step is the first step which is recognizing that I, MKW, am part of the problem
I work in tco for the last 10 years and the company was way more competitive before agile cr-p...
@ril+1v5ZJgmR That is exactly what I’m thinking. Feels like a fire sale.
TCO was never high functioning.
always behind timeline and way over budget.
Chevron can't manage an MCP project to save it's life.
Makes you wonder if the Company is being stripped to the bones for a palatable merger with Exxon?
The writing is on the wall. Permian will be in steep decline in a few years and Tengiz will be up for extension. Pretty sure even if awarded to Chevron the terms will not be great. Stockholder value is best served with a sale to Exxon. It's not EB fault. The mistake was made with FL programs and obvious lack of value placed in experience. Gravy days ae over folks.
MW is the architect of the demise of the company. His ruthless cost cutting and love of layoffs has done this. He promotes mo--ns like him as well. The board needs to fire MW if they want a future for the company and clean out the other ELT