Thoughts?
23 replies (most recent on top)
lol at people crying about the bottom 10% and labeling it a BL thing.
We used to have buckets and force fit of curve. BL is the one that binned that and moved to an everyone in the same bucket socialism approach.
You don’t want to hear it but the old system was forced rank and if you were “meets expectations” at 1.0 you were the bottom group. People are just crying because now we are calling them what they were…. The lowest ranked employees.
Looney’s hand selected and the toxic crew need to get packing. This toxic sludge is damaging the company. Fire everyone that cow toed to the previous administrations.
Also the middle management parasites need to be removed asap.
I think the bottom 10% is here to stay. BP is quickly adopting the XOM playbook. Just look at what’s happening at Whiting.
@fm spot on analysis - 100% agree. My only remaining (maybe naive) hope is that she's just trying to be diplomatic for now as she fully settles in, before making the real big changes like getting rid of the remnants of Bernard's LT and undoing their remaining id--tic policies like the 10%.
Did she really say the last part? Surprisingly wrong.
I would understand if she said, "I need more time and context to analyze what was wrong and why." But saying thst is not up to me, huh
Really surprised to see so many positive comments - maybe we just want a change so much that we see it where it is not.
For me it was yet another meaningless townhall. Very generic. Murtard could have said exact same words.
And some of her answers were either nonsensical or offensive.
Hard rule of10% of people to be classified as needing improvement (so having ACB lower/null) - she said its all about the feedback. Not it ain't, you muppet. it's about stupid, rigid rules and people suffering because of that.
The comment about the workers on site and home office as a privilege - give me a break. Not that I do not appreciate their hard work, it's just that one type of work can be done only on site, and the other can be done also at home. Apples and oranges.
Also - what is in all of this for the employees? Well, of course, nothing. Any incentive? (And i do mean it broadly - not only financial incentives.) Forget about it. Only more reorg.
The funniest part was when she said it's not her place to judge the decisions of her predecessors. Well, it kind of is actually - that is what being a CEO is all about. Assess and take action where change is necesarry. Also, how are we to learn as an organization and individuals, if the decisions of the top LT are not to be called out as "mistakes"?
@cd absolutely head and shoulders over Murray wasnt she
Simple. BP needs a colonic. And a change of domicile. bp has reinvented itself by going ba--s deep into beyond petroleum to circle back 360 back into oil. The board, executive leadership and the toxic corrosive middle tier management needs to hit the skids.
Reduce staff and assets by 15% is the only simplicity project needed. Do this in the next 90 days.
@cd she was and it became clear in yesterdays webcast all she does is “active listening” and PR stunts like this webcast…
Meg came across as genuine. Her answers were direct and she answered what she could. Her answers were focused and no word salad answers. I liked how she re-directed the transparency question to the Head of Country lady. I can't recall if she was one of BL's appointments.
It demonstrated clearly that the best use of a Head of Country was to host a Q&A and that the P&C tail should not wag the dog in future.
I heard aloud and clear that we need to expect more change.
It’s refreshing to have a CEO who actually acts like a CEO - informed, focused, decisive. She seems like a real leader.
We’re pretty much already split anyways. Just ship the refinery people to match P&L, tell WL his make-a-wish experience of managing gas businesses is over and it’s all solved.
Never made sense to have businesses operated in a different part of the structure than where the P&L was managed. Clear source of confusion, rework, and value loss from day 1. GB should be moving to daytime daddy duties if for nothing other than agreeing to that asinine setup.
@ak that's for sure. Just not sure the scale
I smell a reorg around the corner
The last 2 CEOs danced around the upstream downstream split topic. Finally someone bold enough to say it and hopefully execute it soon.
Back to the future. EE for upstream, external for downstream.
Should I set up my desk on an oil platform? Some people need to work outside, so should I set up a desk on a roadside?
The working arrangement should reflect the nature of the work rather than aim for uniformity. Some people need to work outside so should I set up a desk on a street corner?
They also get half the year off where they can disconnect
People do underwater welding. Does that mean I should do my computer work underwater? Some people have to work outside so should I set up a desk on a street corner? The work space and flexibility should reflect the job being done.
This is the first time in a while where I have called into one of these and actually learned something useful (ie splitting downstream and upstream). Her answer to the flexible working question was fascinating. She basically was just like “people offshore and in refineries have it tough get over it”. Which I’m ok with. We need some direct honesty around here