EB gets a promotion to CFO, KL is still chilling, and MK gets to hang out in Houston before being put out to pasture. Meanwhile, folks who had nothing to do with it (and have leaner paychecks) are going to feel it at CIP time.
Why does Chevron have such a hard time holding leaders accountable for their failures?
The people responsible for the failures are long since gone. Once you commit to a project, design it, purchase the equipment and break ground, 90%+ of the corrective control is gone. You live with your mistakes.
Angola is case in point. Wrong technology selection. Exxon pulls out at last minute and Chevron still signs unbelievably bad contract with Bechtel, that makes it impossible for Chevron to control quality or cost overruns. And the CEO leaves and winds up on Bechtel's board.
For 3GP in Tengiz, we wnt back to the same Engineering Contractor under difeerent name - people who screwed up 2Nd Generation and did the same form of management. Lived with the predictable results
Hmmm... put one and one together - TCO, Angola, and Australia waste billions of dollars on projects, some of it cronyism, some of it being taken advantage of by consultants and contractors. That's one. You complain about your raises and CIP being too low. That's two. Now care to guess who 'pays' for project management mistakes? You can solidly place the blame at the feet of JG the retired, who was never held accountable for any of these mistakes.
The shareholders always cover the loss.
Who will pay for TCO’s delays and overruns? That would be paid for by the investors, shareholders and last but not least, the rank and file employees, of course.
Yup. When was the last time an MCP was actually delivered without being way over budget? Honestly I cannot think of one over the last decade.
Oh wait maybe when a partner does the execution
MK, the engineering management were too foucused on supporting friends and family with big contracts and jobs. MK should have been gone 3 years ago. The engineering management are all sitting in CTC telling the company how they achieved nothing. Chevron ,the old PRC, crew, cannot hold anyone accountable. XOM would have shown the cvx contingent the door long before fgp left the engineering house
6 Phases of a Project
@wyv+1qkU62BR: Thank you for a well-written summary of what ails us. I am happy to see someone else with common sense; sadly it doesn’t seem to exist at the top tiers.
Where has the OP been? This stuff has been going on for years. The people at the top and all the HiPots always seem to get promoted when there is a layoff. Did you not seen this during the Renewal 2020 and the ones before that? In fact, we were specifically told during the "JG 2020 job selection event" to not use one of your selections to get a job that was a promotion. When the dust settled and some fool decided to post the PDF showing were people finally landed, all the HiPots and favorites were exposed. Morale took a dump when people saw that they had been duped.
Because we completely lost the focus on nurturing a culture that Delivers Results and instead focused on too much gosh dang touchy feely, make sure this company is everything to everybody and that nobodies feelings get hurt. WTF happened along the way??? It started before MW, but it EXPONENTIALLY magnified under MW. We say we are an energy company - we are NOT. We are an O&G company trying to branch into new energies but don’t know how to do it b/c we don’t know how to DELIVER RESULTS. When your email is crammed all day with DEI nonsense from multiple directions within the company, it tells you something. When the ELT avoid having tough discussions and challenging one another, it tells you something. When MW hides behind PB who is leaving, it tells you something. When you send a scathing note blaming the entire workforce and don’t acknowledge ANYTHING we’ve done well, it tells you something. SIT IN A MEETING WITH SEVERAL TOP LEADERS……all they do is compliment one another, pat each other on the back, etc. They don’t know how to constructively debate, invite alternative views/thinking, or hold one another accountable……it tells you something. This company culture has become so dang soft it makes me want to pu-e. You have to deliver results, and you have to do it an ethical manner. All we care about these days is the topics b/s of trying to be EVERYTHING TO EVERYONE and have completely watered down the culture of delivering results. I see leaders who can and who do - but they are “different” and thus they hit a ceiling quickly b/c they don’t fit in. XOM went through a major change in BOD………and they got their sh*t together and now they are crushing us in traditional O&G and new energy businesses (CCS, lithium, etc.). Sad, but this BOD is now hamstrung b/c they didn’t hold MW and themselves accountable to have a replacement ready so they are stuck with what we have. This is sad, and we have at least 3 years or so before a major change at the top and from there if it is the right change it still takes 5-10 years to make all the changes in leadership appointments and culture required to get this company where it needs to be. The only way to do it faster is with a much larger M&A (larger than HESS) and with a more non-traditional company (not O&G), like technology or some type of renewables (next era?) in order to provide the platform to rip this current b/s up and install something via reprogramming with new leadership coming in and elevating the leaders who are stuck b/c they are different but actually deliver results (the right way). Sorry ar-e$ state we are in - MW failed us.
It’s because HR