Was in a call yesterday where a vp said "we are locked in a room in sunbury, trying to figure out and setup the new org and reporting lines" for the capital dev team. Seems like we are "reinventing" the wheel again. Incredible waste of time and resources, whilst some leaders egos (and pockets) get boosted. So fatiguing.
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@j9 this year just means the next 6 months.
I don't believe anything SP says because he's likely not part of the conversations. The funny part is the Pune folks are going to be in a different 10% bucket. If it was global, we'd probably just be eliminating the Pune people we hired the same year over and over. That'd look bad.
@af it’s because it’s kindergarten level assignment. This company hires leaders for compliance not competency. The only thing they know how to do is shuffle deck chairs. They are the most deeply UNSERIOUS leadership team I have ever seen.
@OP if you don’t know how to run a business then as leaders they just focus on reorg as a way to deflect from the fact that they have NO STRATEGY OR BUSINESS ACUMEN. They shuffle the deck so it stirs everyone up and keeps the eyes off them for a bit
In a digital town hall this week we heard there is no redundancies expected this year in technology. sounds like they will bank on people leaving due to Sunbury move or people who get ranked in the low 10% get taken out.
@gr ehm...not sure where you work or what you do, but supporting functions like finance, HR, procurement etc need central roles to avoid duplications and save money.
@c5 100% agree
Having an upstream technical hub where there is literally ZERO upstream operations is bonkers. The number of Sunbury FLLs and SLLs attempting to inject themselves and prove relevance based on their 2-3 years of actual operations experience 8 years ago when they rotated out is insane.
Simple flowchart for central staff…
Have you worked a business role in the past 10 yrs? If yes > ok
If no > your next role needs to actually be in a business or in a location of an operated business.
Don’t want to leave Subbury? > easy cut
@ek and all those leaders in central roles are fighting real hard to show their value right now…good luck
Somehow bp makes anti-synergy when it consolidates functions (BP solutions, technology, etc). Being in one of those areas I see it first hand. We just don't seem to have good systems that the business areas want to follow or don't have the resources to do so.
It's unfortunate that the doers will probably be impacted rather than those who's job it is to make decisions and be accountable will simply be shuffled.
If reorg results in 5k cut in UK, then Meg did her job. XOM employment went from 75k to under 60K employees. BP has not cut employment nearly enough (primarily in UK). Once British north sea is sold, then you can cut 5K more. BP is grossly inefficient, way too many employees.
@ab where does the figure of 20% come from?
Same rubbish leaders switching chairs. Most haven’t had experience outside bp, most are limited in their thinking, most don’t know what good looks like, most don’t know what an affective culture is. Some very good VPs need to be given some opportunities to replace this stale lot of cretins.
For the original author of re org believe the intent of re re org is to put a spotlight on how changes were minor and flip flop like fashion every 6 years. Unfortunately, at cost to employees and shareholders.
Completely agree it’s the same faces being shuffled around, mostly staying in the same regions / roles + plus extra scope . A small handful of SVPs quietly exiting through EOI I suspect, others somehow ending up reporting into fellow SVPs!, it all feels like rearranging the furniture rather than any meaningful change. Instead of addressing that, we get yet another round of org theatre to give the illusion of progress. Meanwhile people are locked in rooms to sketch out reporting lines like it’s some grand reinvention, when in reality it’s the same wheel being rebuilt for the tenth time.
bp and its execs are obsessed with the endless navel gazing over corporate structure upstream/downstream vs functional model and never-ending re-orgs and scoring. It’s so tedious.
The reason the company is where it is - is nothing to do with the organisation structure and everything to do with the delivery of the leadership and terrible strategy.
But hey, let’s have another re-org.
Ok then. Yawn.
Just to be clear, 20% of people are going to lose their job. Of the remaining people 99% will see no promotion or increase in pay. We are all just human capital to be USED for someone else’s enrichment.
So Meg is really not the adult in the room…that XOM WONDERKIND that is providing with unusual levels of exaltation just for being there. BP doing BP things…as usual nothing changed…no divestments, no farm downs…no Elliot pet projects…not even risk diversification..