….the reason why….

From Transformation until ENGINE, you hear the ELT figureheads espouse that we are doing this reorg, this change, this initiative, etc all because we have “benchmarked” and looked at the competition and it makes sense that we too should do it. And, in the immortal words of PB (thank god he retired), we are not winning.

So here is my question ELT……if we are always “behind” and always doing something because the competition already did it and proved it works (if you believe that it works), then why are we always SLOWLY following?? Is that really how you get AHEAD and LEAD the competition???? OR is that how you ensure you never make an original decision and never take a wee bit of risk on your own? And, is that how you ENSURE that you will consistently stay in the back of the pack!!!??? MW - you fell down on the job.

Why don’t yall think about that for a bit…….what a joke……

Comment! It's anonymous!

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I can’t think of the last time our leaders truly drove something transformational that brought us to the front of the pack. Notoriously a “slow” follower………risk adverse and self preservation is the mode of the top deck.

Now this was so simple, yet so spot on……way to call a spade a spade.

The same ELT who couldn’t manage their way out a paper bag, which led to the Transformation (where they all got new fancy leadership roles) that was a massive failure are now the same leaders who are saying they’ll fix things with ENGINE.

Odds they get it right are about 0%
Odds the ELT members tout success and keep their high PSG jobs is 100%

This hit the nail on the head; question…….why is the BOD so oblivious? I suspect it is not obvious but $$$

This is why any growth has to come from acquisitions. Utterly incapable of developing anything on our own.

Not sure that explains GEP. Surely that's chevron own goal par excellence? I mean gold.medal level incompetence. Credit where credit is due. Just can't process any credits or debits because we use GEP.

Our management is carefully chosen to avoid innovation at any cost or take any game changing decisions. In other words they are d-mb followers. The main idea here is that as long as there is oil in the ground, we will make money, unless we make any big mistakes. This is why the leadership waits to try anything new. Because of this belief, production has always been the priority, even if it costs more to produce than it brings in revenue. There are many examples of this type of operation in various business units; you just have to look to find them. Accordingly, I think your expectations for our management might be too high.

Bingo

Thread regarding Chevron Corp. layoffs

….the reason why….

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