Slb has to move business model of sis to a normal industry practice like any other oil&gas or IT service company.
Instead of having over populated local offices, support and services should be centralized and sale should be regional or area offices responsibility.
This will make sis business more efficient,instead of current model which employees take all profit made by sales and service.
Sis with this much population should make 1000 time more revenue. Selling software and supporting it, does not need this much people,
I used to work for sis for 10 years and now working for another segment, looking at people's day to day job and activities, show major changes needed in sis to survive, dropping revenue and loosing market share is really scary.
Landmark with much smaller population in NAM makes much more money compare to sis and growing!!!
Exactly, but it is just matter of time, there are many small and cheaper software doing better job and easier to work with, but boy are these g&g people lazy ? Yes they are.
The only reason people even still use petrel is because they can't be bothered to learn a new product.
To me regional offices are too crowded.
At least in our office there are more than 2 people for each product line which we haven't made sales in years.
We have 8 team leads and two managers for team leads, then ops manager for managers, sales lead and sales manager, finance controller and manager.
Several project managers, ops quality manager, client account executive....
Since 2017 95% of revenue is from maintenance and it is been declining for past 4 years.
good idea, let's move everyone to pune india
SIS has too many people.
I agree, while onsite support is a must, there is no point of having local sis sales manager or teamlead, local staff should report to HQ. Hq management also needs to be reduced, what is the point of having so many managers if none of them actually helping me in selling or delivery.
Guys, you should discuss layoff, not business here.
Not so easy. Onsite support is always needed and services often require face-to-face communication. Plus: over 2/3rd of the revenue goes to segment HQ, overhead, shared services and support functions.
Instead we should shrink HQ (SIS & SWT management and portfolio) and relocate some of the software development to lower cost countries. Norway and California don't make any sense in the current situation. The bunch of movies and ppt slides we got are not worth the millions thrown at DELFI.