No id--t could run this company. Absolutely fantastic people at many levels. Strategically the company is complex, fragmented and trying to do literally everything at the cost of doing the basics well.
Despite the high level rhetoric / marketing the leadership style of MCB drives high level leaders to give her / report to her what she wants, not uncommon for VPs to fly in advance to ensure the visits are white washed, nor uncommon for meetings to focus around double guessing what MCB may like / not like on a given day.
Managing up is more of the focus than doing what is good for the company. This style of leadership will unfortunately trickle down. At best you experience your manager as a Schizophreic, wondering if she/he the same person after seeing him/her with the Maria face on. At worse you join the party, questioning if you should blindly follow orders as they must be based on sound judgement.
There is next to no decentralisation of command. Houston is micromanaging each location with the expectation that VPs have the granularity of individual O-ring usage on a rig, with the inevitable loss of tactical oversight at the VP level and loss of responsibility,flexibility, ownership and motivation at the location management level.
Some of the comments in this forum on MCB are frankly out of line. MCB is what it takes to run BH as it is today. As in Russia if Putin is removed your problem is not solved, you have a disorganized, fragmented country to run.
With operations in so many different cultures/countries it’s not easy, but a loose leash on the country teams, focus on the basics, build real trust and honesty at the executive leadership level to ensure the actual challenges are getting elevated. It will take more than a code of conduct, the team need to walk to talk.