Remember when we were the company that pushed forward and tried to improve? Now we're all about preserving the status quo. No wonder we have to resort to reducing the workforce one way or another. The stagnation is ki----g us and that's the only way the leadership knows how to slow the process.
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Notice how they want to reduce staffing levels, but the focus is on offshore engineers? Management is protecting management so the remaining numbers include them. They don't value technical ability because they studied engineering because of the reputation for good pay, not because they were interested in technical work. If you're not interested in something, you probably won't be very good at it. Being studious and getting good grades is easy. Applying those principles to solve actual problems is different. These types have minimal practical technical ability so they have little value for it.
The company is positioning itself for the end of life or at least reduced importance for the oil and gas industry. No more R&D, no more state of the art projects just mature technology, highly efficient projects, low number of full time employees, In summary, be ready to be sold, close the door, endure low price environment or buy distressed assets or companies.
The "it's gotta start somewhere" mentality without understanding is foolish. There are people at XOM who made careers out of hopping onto the latest change bandwagon and initiating new processes or re-org without understanding the nature of the work, the relationships, or the market dynamics. Often "change programs" are pushed through in isolation without consultation, excluding people who know the work. Then the "change agent" would get a star for the year and then leave. It's easy to talk about change, but executing for enduring positive impact is very, very hard.
Look at the frequencies of re-org or new work processes at EM. Are most of these effective? Maybe yes, maybe no? But would most of us speak up against it if we think it's completely stupid? Would anyone listen? Are changes being made through back door channels and then foisted on the entire organization?
The root cause here is not a problem of "preserving the status quo". The problem is that the lack of trust, lack of empathy, the fear of having difficult conversations, the fear of making mistakes. In an ideal organization, the leaders need to do very little other than to create an environment of trust and empowerment. Is it really necessary to have 3 or 4 layers of management to run an effective organization? There are also some who like to hang on to their positions power, tipping the scale to favor growing their fiefdoms or their own careers. This creates an over-bloated organization with redundancies and now we are seeing the consequences of having to downsize when things got tough.
To have an effective organization, the power need to reside with those who knows the work the best. To create lasting change, the first thing that is needed above all else is to create an environment trust.....where people can collaborate, rather than compete. A place where expertise is respected and people are empowered to make decisions for their areas.
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