I feel a little nostalgic every time I remember how this was actually a very solid workplace. There were too many bad assessments and bad leadership decisions and the company is slowly sinking. What do you think were the worst leadership decisions that made BH a more miserable place than ever?
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I should probably dial back on my earlier rant over the paper clip logo. I mean how could that possibly make the company more miserable? Except it did! Think of how many heads were cut in 2020 to make up for the payout because they got the morbius arrow or whatever the d—m thing was called so wrong? What all of you still at BH need to realise is that you are living on borrowed time. Very few people I knew from a 20+ year tenure there ever retired on their own terms. It’s not a long term career path. It’s a conveyor belt and when your numbers up you are out of there like s—t through a goose! They are not a reliable employer and the merger has made this worse. But bear in mind, if you were moved on during the recent RIFT’s what goes around comes around, the day will come when whoever put a line through your name as a COI, will get a tap on the shoulder and the cold, sobering realization that they’ve seen this movie before.
In response to:
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What happened at the sugar land office?
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We ALL ask the same question.
There’s no BH office in Aberdeen they lost all their work.
Nobody cares about Aberdeen
Token CEO.....his performance history at Baker certainly lines up with his/her performance at GE
Probably because you need to know what your doing before you form a group.
Can anyone tell me why the capital project groups do not exist? It appears the organization does not have project structure anymore. What happened at the sugar land office?
Ja-ja sorry... came to me a bit late needed 3 beers.
The squiggly paperclip was called a Mobius Arrow... that was it.
I was there for that mistake. One of the most self-mutilating acts we did. Mobius Arrows we stole from BMC. bet that was 10 mega bills.
Aberdeen was a disgrace - dregs of the service industry. No wonder BH shut them down and pulled out.
I was asked to submit a claim like this once. I refused and told the client as per BH core values .
Blown up damage claims is something I wouldn’t give to clients. That’s a no no. You can go to prison for stuff like that.
BKR in aberdeen was like working in a backward place. Lots of people made their clients aware of the practices going on and in the end it caught them out.
One of the reasons Baker is where it is though possibly not the only reason, i am an ex TPI, i visited Baker BoD hundreds of times over many year, in later years quality became poor, worse still was the regime that tried to hide the poor quality, your clients (my bosses) were made aware, Baker management are responsible, they cut corners to get tools out for end of month, the incessant push to meet targets and to he-l with quality.
As mentioned this may not have been the only reason but be sure it did not help.
so what your saying is you don't need competency, you don't need skill, you don't need chemical science - you just need to answer the phone and jump when the client tells you to. yup, you guys are the best of bkr, keep it up
Chemicals is all about the relationship with the client and not competency. Earning the customers trust is far more important than meeting KPI metrics. It’s not about the execution of our service and timely deliveries of the products either.
No training really necessary and we don’t need to adhere to standard practices since each customer is different. Honestly, everyone will do whatever is needed to please the customer. When there is a service failure, we will adjust pricing to keep them happy.
We also run lean and have non-scientists and techs provide technical solutions. We do everything manual and don’t write procedures to protect our IP.
Hence why chemicals is carrying all of BKR at the moment.
You’re welcome.
The worst mistakes are yet to come sadly.
No lessons learnt from past mistakes, letting experience go without a blink, poor execution time and time again.
Take your pick..the list just gets longer by the day, and it isnt going to get better.
You only have to look at the operation in aberdeen scotland to see how One Baker Hughes failed spectacularly.
Diversity should trump over competency at Baker Hughes, and this will undoubtedly result in higher dividends to shareholders. A rigfloor or process sampling point is the perfect point to send diverse, but non-competent staff to gain experience on upstream operations.
Seriously
This POV is not vogue with a lot of ME NOC’s I am currently encountering. They will only except SME’s with a detailed field history resume before issuing a field pass to visit. Customers do not want people new to the industry creating havoc on their platforms due to their lack of experience. And that is where we currently sit. If we do not resolve this then we are heading into a world of pain. Too many REMF’s to carry, too many passengers not paying their fare
My experience has been they always do things on a shoe string. Projects that are sometimes good ideas, need people who are dedicated to their implementation, not trying to fit them in alongside their normal day job which is usually growing day by day anyway. The current methods result in poorly implemented half baked results.
One Baker Hughes.
A weak, rip-off of One Ford. One Ford was a success. One Baker Hughes was a failure.
It was the moment way back in 2005 when the company “woke” up and saw the aging aisle of gray-haired men leaders.
The decision to mix it up and promote women, minorities, was a GREAT thing actually… BUT somewhere along the way competency lost priority and the wrong leaders were chosen to lead the pack. Lack of competence lends to low confidence and bad decisions follow and group morale nose dives. Poor performing employees stay on for far too long, weak HR support to help managers, experience leaves, ultimately leaving the Baker Hughes you have today.
The CLIENT couldn’t care less what decisions are being made by Simonelli, your country managers, regional managers, etc. They ONLY want to see results and BKR isn’t delivering.
How’s that Service Delivery, Integrated Solutions, Business Transformation, [insert any other failed company initiative] working out? Are systems as streamlined as they promised 5 years ago? No?? How many failed starts/stops to all of them? How many reorganizations? They place any id--t to lead each team every year and …. ??? Nothing has improved.
The CLIENT needs solutions and BKR is tripping over themselves.
It’s really sad.
I think it was the "thigh master" maybe?
Kudos for remembering the paper clip logo... ya ya I was there for that. Brought in the tight shirts from New York to determine what type of image the company needed. The mad men went to work spent gobs of money. After weeks of deliberation the big reveal and then the lawsuit to pay gobs more.
That's all i need as example. That paperclip... what was it called again, there was a fancy word for it. Bahhh it will come to me later.
Letting go 15000 employees in 2020 and expecting to grow market share.
Advertising the vacated roles to people with Associates degrees.
Calling itself an Energy Technology company! WTF was or is that all about. If Baker Hughes is not an oilfield service company at its core, then it is nothing.
F———— Florence! Since when was that a core Baker Hughes hub?
The paper clip logo they ripped off from BMC software.
Simonelli period. His performance leading GE transportation was abysmal, so I suppose it's no surprise that Baker has suffered the same fate