Let's face it, EMIT has too many highly-paid middle-management which is weighing XOM down: Advisors, architects (of all types in different capabilities), technical leads, domain experts, specialists, SMEs, managers, managers of managers, SDM's, SDM's of SDM's, product managers, managers of product managers, product owners, scrum masters, etc etc. The ones that are being let go first are the worker bees. It's time to cut on these middle-management!
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Everyone knows how bad the service and quality of work are from India and Curitiba but LTs refuse to listen and just pretend that everything is rosy and well. Out of touch with the ground. So many other countries have better talents but they rather poor quality work, so good luck to
All these talk about transparency and empathy but none of the LTs are honest at all! Waste of time
Don't believe that person? It's been floating around on a "we are exxonmobil" PowerPoint slide from Germany for a day now.
There are 6 levels of Architects right now. Are you kidding me? 3 at the most. I sympathize with the people in the middle in a way, but c'mon the F on. This is ridiculous.
73% of Europe's high cost emit staff is getting the axe over the next year. I would expect usa to follow. EMIT is so screwed...
Even Curitiba IT labor is too expensive now.
For what they do.
EMIT used to be just low cost overhead, our focus was always on operations, reliability and keeping costs down. Then it changed and leaders said we needed to be innovators and partner with the business in order to increase shareholder value. Now everything is a mess and just look at the stock.. No integrity, no reliability just a bunch of talkers and people innovating absolutely nothing except pfancy PowerPoint and high paychecks for themselves. Is sad that leaders are held accountable for their decisions, owner the workers suffer and lose their jobs.
ExxonMobil’s decline in competitiveness is a direct result of poor management at all levels. Cannot compete with a swath of prima donna managers out for themselves. The dog eat dog system of performance evaluations, compensation, and promotions favored those that didn’t mind cutting off the legs of those in the same competing pool of employees to climb up the 0 to 100 seriatim. Lots of other things wrong with the performance system making it every man for himself instead of team work. Hopefully a turn around is coming and Exxon can reclaim some of its former status as an admired company instead of the laughing stock of big oil.
@cmq+17k5e3yj the previous VP did a lot to make EMIT relevant, but I agree he and his direct reports, most of which are still around, took it way too far and the corporation’s finally starting to notice how bloated IT has become.
After the Growth, Value, Simplify (GVS) strategy was launched in 2018, the EMIT organization was suppose to help enable the Digital Transformation for the Company. However, EMIT grew so fast in numbers driven by the business processes which we needed to transform. Since then only a few processes were transformed and EMIT became bloated with many middle managers supervising the workers. We began "doing business with ourselves" creating more internal hoops to jump through in order to get things done. This resulted in higher costs for projects that made them less economically viable. Having been around, when will ExxonMobil learn to stop this unproductive cycle.....
One could get rid of the L2s and no one would notice.
Digital Twins are now popular esp in our digital manufacturing capabilities. Many of our support capabilities have twins or even up to quadruple sites (offshore support). The duplicates should be refactored, much like normalizing a database. It's that simple.
Outsource . Flatten. Consolidate & Consolidate. Done.
Since we are a tech company, we need all these EMIT roles!
The previous VP created an arrogant monster in EMIT that ended up believing it was wagging the dog. Their head is full of dreams of silicon Valley, as if they are capable of getting anywhere near there. And , as mentioned, tons of superfluous coordination roles, managers upon managers upon managers, and fancy websites to talk about nothing. They are getting their just desserts.
The business also needs to be reduced. Everyone huddles around EMIT as the problem when the business can't deliver business results. Take your scapegoating somewhere else.
A colleague shared some stats last year - that industry wide, there’s 7 workers to every 1 of these fancy agile roles. In EM its 2 workers to 1 fancy agile role.
Everyone really is trying to get their head around how to be relevant in this agile world. No one wants to be a worker bee because you don’t get visibility. In the recent PIP many of those who left were the worker bees in technical track. For many years now everyone wants to be a supervisor, wear a talker hat, travel to around the world for PI and projects, because that’s how you get good ranking. Throw the technical work to the contractors or the older employees, the has-beens who have hit their max potential.
Now with market response, we sent off a bunch of contractors and a bunch of folks with tech knowledge. Many people who are left are talkers who started their careers doing hands on work but haven’t done tech work or programming in 10+ years. They know they can’t go back because they are way too expensive and their CL are too high to be entry level tech workers. Everyone gets a fancy title, and do coordination work and vendor management because we are too slow and backward to develop in-house.
All are hanging around, desperately trying to throw data into PowerBI to come out with some fancy dashboards to justify their existence, come out with process improvements and trainings powerpoints... keep fingers crossed and wait out this storm. Hopefully things turnaround quickly for the company and the world, and they get to travel and accumulate their miles again... just like before.