Not a good look that MW and his ELT are ineffective at succession planning. The number of external hires that are being made to assume executive positions is a) morale destroying for those within the company who have aspirations of highest levels of leadership and b) a clear sign of the failures within the ELT to ensure an adequate number of personnel are ready to assume the highest levels of leadership. Any excuse that this about changing the culture also falls squarely on MW and the ELT for failing to nurture and ensure the right culture was in place. I recall hearing from my supervisor who is on the GLF that MW would say “change the people” or “change the people”. Well, now it seems he is “changing the people” but why did it take him so long to do so and why was he ineffective in nurturing the change he wanted to see? The tone is always set from the top……….
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A key part of RM’s role was being responsible for leadership succession planning. Good riddance.
Anyone who is truly competitive is not coming to Chevron lol, they are going to where all the gains have gone in the SP500 over the last few years...Big Tech, not Big Dying Dinosaur O&G
Change is necessary for our continued success. The leadership structure we have in place today is not serving us well, and the current line of succession is simply inadequate. For too long, we've placed too much emphasis on attributes like relationships and comfort, rather than the skills and competencies required to drive this company forward. This has led to stagnation and inefficiency.
It's clear that we need to bring in new talent at the senior level and across mid and junior management. We must move away from relying on individuals who prioritize personal connections and minimal effort over real performance and leadership. The culture of entitlement that comes with tenure, without a corresponding track record of competence, must be addressed. Only by attracting external talent, coupled with a more rigorous approach to internal leadership development, can we regain our competitive edge and position the enterprise for long-term success.
@ak+1jhjfvzvb - you always seem to miss the point. hopefully your role is being outsourced to a lower cost center.
Yes indeed. It's someone else's fault that I am incompetent and will be one of the first to be laid off. That is spot on, I tell ya!
Why would an exceptional exec even make the move to come to this sinking ship? What’s being promised to them?
The fire drill continues with an unhealthy obsession to ape Exxon without being willing to make the foundational changes that would enable Exxon behaviors and performance. The succession planning won’t address this without MW leaving as it’s still his vision of a smaller Shale focused company with more focus on short financial metrics to make investors happy and less on keeping oil in the tank.
Chevron should have been looking to the outside long ago. Organizations work better when they mix internal and external talent.
Chevron has become too insular (at all levels). Every leader (technical, managerial, etc) has 30 years at Chevron playing politics and little understanding of how our peers solve the same problems.
Wow, spot on…..the only add I would have is you didn’t mention how many top leaders are leaving, some of which still had a long run way. It is a poor look that the company went thru Transformation, then stood up CNE in a fire drill not long after which was disruptive to what was done in Transformation, to then only cause mass disruption with OPG formation, to then see it being dismantled so quickly with NH’s exit in just over a year of OPG. Then CP is exiting Midstream, one of the few “good guys” on the ELT, not to mention other BU leaders that were doing a good job but left early for other opportunities. MW has fumbled the ball………several times over.