What would be your goals and what would you do to accomplish them?
30 replies (most recent on top)
Nothing. only a ceo can master it
I would double down on the DEI and ESG that way we are ahead of the competition when it comes back around.
First of all, I would hope I was from an oil company. Both the CIO and CISO of Chevron now come from totally different industries. What a complete failure to build future leadership.
You joke about ice cream but i was deployed to an FOB that was having a rough time of it. Somehow we got a soft serve ice cream machine and it flipped moral so quick.
Ok then smarta$$ instead of criticizing then provide ideas
Ha, this is a perfect post to explain why some people does not ever climb up the ladder. Some of these ideas are similar to a middle school project, nice and naive but just hilarious.
Redo the pay for all. No reason for San Ramon and Houston folks to make 250 - 300K when we have upstream and downstream BUs barely getting by. Adjusted so that people that work in high cost areas get higher salaries
You know what, all those people that downvoted the get rid of WEF, climate change @holes and such just need to just be let go period. Why would you be a climate change, own nothing and be happy dweeb and work for an oil company that many are suing because of “climate change”! Get the h e double hockey sticks out of here. DRILL ON! more carbon please! We actually need it!
Personally, I would seek to improve the salad bar, maybe tweak the prices too
Give the middle finger to WEF, JIP33, Davos, climate change loonies, globalist shills, UN ESGs, etc.
I'd fire RM, oh yeah, already done.
First, if through an extravagant holiday party. Then, I’d invite employees to a dinner, play games, play co-----e, give em a few drinks. Then, the day after that I’d invite a select group of people to a breakfast. Then I’ll start delivering the news… you’re all fired!
Oh wait….
Sack everyone over psg26 who doesn’t supervise anyone.
Pizza party
I would have an ice-cream, thank you.
When has it ever been about the people and not the profits? What would I do? Listen to consultants and Financial analysts, and be the puppet as I am to the shareholders who more often than not has little grasp of the oil sector. What matters is TSR. This is the cyle of a listed company - look at BP, deliver or capitulate.
Go back to focus on delivering results instead of the DEI cr-p of align/inspire, build relationships, grow sh-t
Fire and cancel all of their pension, RSU, and bonus - MW, EB, etc
I’d get rid of all these high PSG club members and just let the inmates run the asylum. With all those managers gone that would help reduce the meds necessary to stomach them and we could get to making money!
I like the response from the guy who actually entered serious constructive content. For some reason he thinks the executive leadership is reading the posts. Or are they?
Id start a network where men can advocate real change…. Not sure what id call it yet though…
Get rid of most of the extracurricular activities at work so people can focus on their job and not being a part of 5 networks and staying busy with that.
^^^^^^^^This^^^^^^^^^^^^
I'd fire everyone doing nothing but hanging out on the layoffs boards all day. That would clean out a lot of the butthurt deadwood riff-raff.
Funny question, must be a Chevron website
“ I'd hire people that can find oil, it is an oil company after all”
Ding ding ding
Get rid of the all the low carbon stuff that costs us millions. You can never please the people that want you out of business. Areas that want us the pay for climate change or the California fires, pack up completely and leave. Sell off those assets and invest them elsewhere. Instruct organizations to stop creating extra positions just to give people something to do. Lots of folks sitting around not doing much. Get rid of most of the extracurricular activities at work so people can focus on their job and not being a part of 5 networks and staying busy with that.
I'd hire people that can find oil, it is an oil company after all
He's already doing it, look at recent external hires. We thought having low attrition was a benefit, and it's a curse. We need new blood
- Address cost non-competitiveness. Benchmark to 2nd-quartile unit cost on D&C capital, facilities capital, G&A, and LOE across business units. Include independents E&Ps in comp-set. Track costs quarterly and hold leadership accountable annually.
- Replenish talent pipeline. Source 1/3 of mid and senior leadership from external companies (heavy emphasis on independent E&Ps). Do the same for technical staff. Fire as needed to make space.
- Re-invest in long-lead. Increase E&A budget. Warehouse less competitive acreage vs. disposing of the opportunities that don't compete today.
- Decentralize authority. Empower BU leaders to control costs and hit volumes targets. Hold them accountable if they cannot do so. Do the same for managers and individual contributors.
- Use strategic nonop as stalking horse. Entertain asset sales and strategic JVs on every asset. Make it known that the BU must show a path to creating greater value than a (potentially) low cost peer.
Well if you mean I was MW, then fire myself