I have some concerns about the new Subsurface and Exploration org charts, which seem to be adding positions just to keep the same number of GMs.
Both organizations have not been delivering meaningful value and are imposing processes that are burden to the rest of the organization.
Before thinking about centralizing workflows, people and processes even more, Subsurface should work on improving performance and delivering actual value.
Projects could oven be completed faster and with better quality if they weren't forced to use CTC's Subsurface processes and SMEs. Granted, there are some talented technical employees who are making a difference, but their numbers are too few.
Subsurface GMs and managers keep setting up new expectations and processes that don't align with BUs need, enforcing their adoption just to claim they have added value.
High-ranking CTC members often use their influence to pressure BU technical teams with their special projects, inserting themselves where they are not needed and creating narratives that don't match up with assets realities.
Too many managers haven't worked in BUs and don't really understand what's needed to deliver value and make decisions.
On top of that, CTC support is often delivered late, the quality is por,and there's little accountability. Constructive feedback from the BUs isn't welcomed and can even lead to retaliation.