Fellow employees, how are you all getting along in the new org? How is the work load? My personal experience is pure he-l to be honest. Triple workload and chaos from management. This may be just my own experience, so I’m hoping to get an idea of what you all are experiencing.
23 replies (most recent on top)
There is opportunity in chaos and we are in a state of total chaos. I do my job then report each Monday in writing what I did and what I'll be doing that week. The result is they leave me alone.
@bx @bx, too true wdms. its clear my supervisor was placed into her current role without the technical depth or organizational support needed for TCL success checks, checks, checks, zero understanding of what is being progressed. East planning is feeling the burden of succession gone wrong for sure; non-technical personnel turned toxic TL as 2027 unravels. The response, blame left, blame right, blame up, blame org, blame a culture, gross. we are approaching 10 months into this, the team's stress is obvious ~ 15-20 team_members are spent, and peers are foaming at the mouth to post out, anywhere. My pmp review, consisted of 20 min of “life as an executive advisor” next 10 minutes, story time about “lunch with MN and her aiming point" (unbearable) calibration for wells succession PLS (prioritize competency much), transformation remix in our thoughts and prayers, accountability #pffff
Reading all this I’m glad I was laid off last July with a decent severance.
@qe Preach.
@qe
Amen brutha / sista! you get it.... :)
Be happy if your boss just leaves you alone. The other option are managers clawing up the food chain with impossible, demanding requests that no one quite gets - just a vision in their heads and bowing to the endless dashboard metrics that trigger whiplashing or pats on the back. Who cares if we actually make money or not. They’re so short sighted they can’t see beyond the metrics. What’s the vision? How about an end goal.
Meanwhile there’s no use working your butt off because they’ve clearly shown you won’t be rewarded. No career advancement, no promotions. Forget pay raises. Buy your time until you get out and don’t feel bad about the mess behind you. It’s a sinking ship.
The amount of process overhead, metrics tracking, and dashboard creation across multiple systems (i.e., ADO, Target Process, Portfolio Hub, Enterprise Performance, shadow spreadsheets) being generated in IT is stunning.
@jj I went through this five years ago during ImagineIT.
I thought it would get better.
It did not get better.
We don't even know what to deliver or focus on or how to drive value for the company.
So many 26s and 25s around me are so checked out don't even care.
Terrible situation.
@ek "Management preoccupies itself with Target Process and tracking metrics that don't matter aside from giving their bosses something to read."
Exactly. It is now all about (made up) metrics. We are better now (that we fluff our accomplishments). Who the f*** comes up with these metrics?
New org in my role is a mess. However, the new management does not seem to know better. I am 20+ years with the company and I am watching things overflow the bucket rim every week and my LT doesn’t want my input for improvements. So I listen to the LT tell us what their priorities are. Oh well, not much I can do at this point. I am glad to see the price of oil ho up do we still make money when cost cutting doesn’t pan out.
TPE can't figure out its work processes, so individual contributors rely on networking and relationships to populate their job logs and get help when needed. Management preoccupies itself with Target Process and tracking metrics that don't matter aside from giving their bosses something to read. None of the "collaboration" and "team work" that the anti-WFH crowd wants is happening - we just put on our headphones and clack away on our laptops until the workday is over. Houston, of course, su-ks even more than it ever did without assigned workspaces. Nothing good at Chevron these days.
It’s a total and complete mess. My function is 6 months in, and we can’t figure out basics. My boss is way over his head, and completely unqualified. Paired with the clear reduction in upward mobility opportunity- at first I was deeply resentful and looking to leave…
And then I realized, it’s kind of great. My PMP goals are laughably easy to achieve, but my boss doesn’t realize that. I’m also left alone, because he wouldn’t know what to do if he check in. And taking away any actual incentive for advancement or raises, I do just the bare minimum to not be complained about or noticed. In my 20 year career here, I’ve never done less. And I feel no guilt. This job and culture is pure dysfunction, directly from an absolute failure of leadership. If they can’t realize I’m coasting, and there is no incentive for anything beyond that, it’s irrational to behave otherwise.
If these consultancies actually gave a workable solution, that would disrupt their revenue model. It is a massive conflict of interest. While the initial objective was to create a more agile and efficient operating model, the current reality is a significant degradation of our organizational health.
But this is not unique to Chevron. This is the state of a US oil major - a race to the bottom.
https://www.thelayoff.com/t/1kk52qezn
TPE org is a complete cluster. So much duplication and inefficiency. Did they just let some 20 something at McKinsey design this org. What a joke!
My manager could not define my role. We are almost done with Q1. This should worry us all. Whoever designed this piece of garbage org deserves every bit of bad karma coming their way.
It’s terrible. Centralization is a complete joke. So much fake work going on especially in Houston
20 years with the company here. This is by far the worst reorg I’ve seen to date and this was my 5th. time going through this. The PMP goal buckets are a complete joke, nothing but utter confusion and no real alignment or guidance from management, my supervisor wasn’t even sure what to make of it all.
At the end of the day through all these reorgs, my work hasn’t changed one bit, only the BS documentation and workflows management pushes over the fence. Like others, I’m quickly losing patience with the constant change, churn and reduction of head count, this is the first reorg where I’ve truly felt the impact of increased work load as a result.
I guess this is new lean, mean and more direct Chevron, time will tell if we can “win in any environment” now, but I won’t hold my breath. This company is shell of its former self, certainly not the company or culture I hired into 20 years ago. For the first time in my career I’m seriously contemplating early retirement as a result. The incentives are long gone, career development is dead, work load is increasing along with micromanaging results, yep, it’s time to go. Bring on another EOI, I’ll wait.
Expect to do even more work in Houston with fewer employees as the remaining CA holdouts leave before the ever changing deadline to move or depart. For those allowed to remain... their time is short - if past actions are any indicator, they'll also be forced to move or leave too.
@bh Whoever thought the WDMS checklist should be fired. The gantt charts don't take don't take into account weekends or vacations or how many projects individuals are working. Some managers just care about making the deadline for the next milestone, and to make things even worse some of these managers are not giving individuals ample time needed to adequately complete their portion of the work.
Turning ADO into a time writing system was a stroke of pure genius from Ernst and Young and LC. It's given me so much drive and passion.
It’s a mess. I work in Wells. It feels and appears worse here than other places. Not fun anymore, they changed the culture. Now with tracking work flows and every process step (not the technical (they don’t have the knowledge) but to make sure the box is checked) and badge in/out and bad raises and etc etc etc.
Need to get a plan in place
@OP utter chaos; so much winning 😝 wishing I EOI’d bec workload and constant changes are ki-ling me