Every single one.
They only stay in a single managerial role for not even two years and most have no prior experience in that respective product line. They only make decisions that boost their PIP at the expense of SLB.
Case in point, we went to a design review and when the engineers presented material that the managerial pushed design would not work (supported by test data). The incoming new manager asked if anyone thought that their design would work. None of the engineers said yes, none of us designers said yes, and even representatives from management didn't think it would work. Yet the outgoing PLM said it's on schedule and to go forward to testing. When an attendee asked what part of the design won't work the outgoing manager responded, "they didn't care, they would not be in that position by the time we discovered it in testing". I.E. PIP's are incentivizing the wrong behaviors throughout SLB!
Pay attention PAAL, that project cost SLB over six years of development time and over six million dollars of development cost. When the BDM gave us engineering drawings to our biggest competitors equipment which consequently had no IP protection we could have reversed engineered or used technology and lessons learned from their design to succeed, yet management failed and segment failed to stop this development project from getting to the point where there never would be a return on investment.
PAAL, we may be considered the largest service company solely based on our physical assets but with these types of corporate policies in place we will never be the Technology or fiscal leader. I have watched your career for over ten years and know you are a great Leader that once aware of our internal flaws can implement the necessary changes to make us great again, but only with policy change from the top down!
Make us great again!