I work in downstream. Our Ops manager has been “working” with the reorg group for the last 4 months and has “been out of office” during this time and we have not missed a beat. If all the so called leaders working on the reorg have been out of the day to day as much as our manager, are they really needed? Go ahead and cut them as well and maybe save some jobs that have actually been contributing to the bottom line
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Chevron promoted many mid level leaders that "show" nice progress on power points to their senior leaders and all - but these mid level leaders are "just faking" what is really happening on the ground - they get contractor staff to help them with this "charade" like Change Communications lead, etc.
If a very senior level leader is hands on enough and actually goes to "the gemba"... they will be shocked on what is truly being accomplished.
Alas... if you gut this "mid level" leader with his/her staff... no one will notice.. as all along they have been faking work to bolster their PMPs
I’ve never seen upper mgmt working so hard as in this reorg. If they worked this hard before and didn’t make us do ridiculous things for years we wouldnt need this massive reorg
That's precious. The people about to be cut all discussing who the company needs and doesn't need.
My experience is that many PSG26/27 folks serving on LTs seem somewhat unnecessary. Individual contributors and first line supervisors seems to be carrying the water during this heavily distracting period of time, as the OP seems to suggest. Too many LTs and LT members tripping over themselves or “doing business” with other LTs.
what about our CEO?
The last real leader I saw actually attended deep dives and participated in discussions. Not only did it demonstrate engagement, it accelerated development, prompted great technical exchange and was a motivator for the workforce. While no leader is perfect, Chevron would do a lot better if more of this type of involvement and technical experience was a criteria for leadership. Guess because it is not focussed only upwards its not fashionable any more.
I think we know of jat from apps. The
D-mbest and most useless person. She is like psg 22 in her thoight process despite all amazing opportunities she was given.
This is a great point. For years we promote people so they don't have to stay current with technical work and inputs for decision making. They get to separated from real accountability and spend all their time on soft non business issues. We could cut 90 percent of them and it would not make the slightest bit on difference. Time to make leaders more engaged and accountable for our results and less able to hide with big pay checks contributing little to actual decisions
One of our managers has been on the reorg project for even longer. That person is now on the second level of our asset org chart.
Wonder if McKinsey is taking names and will show these folks the door after all the dust settles. Then they would have all their scapegoats!