Thread regarding Chevron Corp. layoffs

Transformation look back

Alright y’all, it’s been about one year since we completed the Transformation. Do things feel different or same old s***? In my opinion, it was an enormous distraction and lots of work, with not much to show for it. We paid off some of our best people to leave. A lot of trust was shattered in the process and I’m betting people will be hesitant to stick around.

The “event” itself was a joke. Poorly planned and poorly executed (virtual layoffs really?). I knew we were f***’d when they asked us to summarize our careers in one paragraph. When they got to round 4, it became apparent they bit off more than they could chew and many many jobs were mysteriously closed (even though they claimed closed jobs would be rare). It also created a group of second class employees that weren’t important enough to have their position closed.

I think a reorg of ETC and PRC was overdue, but dragging all the BUs into it was insane.

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Post ID: @OP+1dOUCIuA

18 replies (most recent on top)

Two words : "Cluster F..." seems about the right description

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Post ID: @6udw+1dOUCIuA

Best thing that ever happened to me… I got paid to retire!

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Post ID: @3wan+1dOUCIuA

This is not the same company I went to work for 15 years ago (obviously) and absolutely this latest “transformation” dispersed any trust and/or loyalty I had left after the previous two “events” (Downstream and ESP). As others have said, I think this is only the beginning. It’ll get to the point of individual BU downsizing next and with it more arbitrary metrics for selection of who stays and goes. Visual diversity etc…. all just tools to allow for discrimination.

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Post ID: @2pjx+1dOUCIuA

Ready to transform back thanks y’all.

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Post ID: @2tfj+1dOUCIuA

@fpy, the problem with CTC is that they refuse to run their hallowed Ph.Ds through a BU for a couple years to understand the business and 'get their hands dirty'. That's why their 'solutions' are impractical, expensive, or geared to get them a patent or a publication.

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Post ID: @1wdn+1dOUCIuA

I disagree 👸🏾

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Post ID: @1ikm+1dOUCIuA

Did the PMO do a look back?
Would not surprise me if they didn’t-look who all was running it (the HR part at least): A bunch of arrogant mean girls who never admit fault.

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Post ID: @1uwo+1dOUCIuA

Truly, we collectively all must be thankful that we are working for the Petroleum Industry’s Employer of Choice. We are all truly Blessed 🙏🏿

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Post ID: @1zln+1dOUCIuA

@cwi+1dOUCIuA - just wanted to add, it was also your age and PSG, above 55 and 25 and you had a bullseye in your back

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Post ID: @1tyd+1dOUCIuA

There was a time when we focused on getting the job done right, on time, and under budget. Now we focus on social engineering, and instead just get the job done somehow (thanks Agile), design your workplan so you can conveniently say "it's done" at any Sprint point (half-baked is acceptable), and quietly cancel the project if it looks like you're going to go over budget. No accountability for not finishing the project, but R&A's for staying under budget, maybe even a promotion. There are those that consider this Transformation success.

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Post ID: @wqq+1dOUCIuA

Let’s add a layer complexity on top of a layer of complexity and call it simplification. Muy bueno, muy perfecto, mas chingon.

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Post ID: @mxu+1dOUCIuA

Do you need a solution to a problem that doesn’t need solved? Do you need someone to create a problem that requires the use of our team of experts? Well have I got the CTC organization for you!

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Post ID: @fpy+1dOUCIuA

It has been a terrible fiasco from the planning to the layoffs/selections to the new org. Nothing works right and nobody knows what is happening due to the complexity of the setup. It is worse than before as there is enormous matrix confusion and very few qualified staff to execute the actual work required. We make a huge amount of wasted effort and noise from advisors/supervisors/hubsters/asset class people that not only adds no value, actually drains value from our business. We have to spend our day in meetings planning and communicating and arguing about charts instead of doing technical work. It would actually be better to throw the entire system out and return to simple store front model where customer requests work and we set up a project and bill them. We would not have the fancy prioritization and cross-everything team, but we would get 3x the work done so it would fast, high quality, etc.

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Post ID: @vfn+1dOUCIuA

OP, its the same old sh**
If oil goes down to <$40, BCG consultants will be back in Chevron with more transformation

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Post ID: @dsx+1dOUCIuA

I think the look back will show that this was Chevron at its absolute worst. The selections has nothing to do with merit/skills. It was all about your gender, if you were a kid of an executive (not a single one of them got let go) and how well you were liked.

I have had the great pleasure of working with DP over the last year and he has said that he regrets a lot of his decisions and would make some significant change if he could do it again. Listening to him talk about letting people go just based on gender you understand the kind of pressure the guy was under and you understand why he is walking away from the job. I think it is just to painful for him to see what a mess HSE has become.

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Post ID: @cwi+1dOUCIuA

For HR, the morale has gotten exponentially worse in the past year. Broken service delivery model, high attrition since January, and senior leaders who refuse to acknowledge just how dire the situation is.

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Post ID: @btq+1dOUCIuA

“ completed the Transformation”???? How do you figure that? Have we even started yet, or are we still just pre-planning for the start?

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Post ID: @lej+1dOUCIuA

Worse than before. Huge waste of time and money

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Post ID: @hrs+1dOUCIuA

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