#reorg

Hows Apache doing in these interesting times?
Will APA dump the North Sea assets on BPs lap…and say See Yeah…
Is the Permian basin witnessing hard declines yet? Daily ESP failures…
Will Surinam deliver as promised or at substantially lower rates?

You define the future…

Oddly enough, I didn't get an email about the role transition.

My relief of still having a j-o-b has worn off and reality has set in. If CVX was trying to be forward thinking in any capacity, they’ve failed miserably. This model won’t attract (or retain) top talent. Who signs up for a culture that lacks flexibility, provides minimal promotion opportunities, limited resources, and maximum workload? Certainly not the kind of people Chevron will need to stay competitive. This reorg is a joke. This isn’t about not being able to work remotely (solely). My primary complaint is that legacy CVX professionals have been placed in “supervisory” roles (again) in areas of the business they don’t have the capabilities to lead. I KNOW I’m disposable. One voice amongst thousands, but I am just so disappointed that I’m back in a place of looking over my shoulder for the next best opportunity.

Engineering, ops and development reorg rolling out this week to "align" every market to the common Operating Model. As far as I can tell it's the same as the area model, just shuffled around.

Due to both offshoring and reorgs, this org finds itself overstaffed.

It's incredible how long this is taking to correct.

Most will retain their jobs, but getting rid of the relatively few unproductive folks shouldn't be this difficult.

Wells would rather continue paying salaries, benefits, and bonuses to these people 🤷 🤡

I ask because there’s tonnes of positions opening up for external hires ….

Someone help me out here …

We’ve all just learned to live with it, while leadership couldn’t care less. Endless reorgs and layoffs have made one thing crystal clear - hard work and loyalty mean nothing here. At this point, I show up expecting nothing but a layoff notice, while being pushed every day to work like a mule. Sorry, but that’s not happening anymore. And from what I see, the vast majority share the same attitude.

I’m trying not to stress, but we’re losing several people to ERP right in the middle of our busiest season, including a couple of managers. The silver lining is that some fresh faces might finally help clean up the mess we’ve been dealing with for years. Need an overhaul.

Even with the VSP, regorgs in certain divisions are happening. They are gutting the workforce and making it really difficult for those of us remaining to get meaningful, necessary work done. Bravo!

Rumor is September is reorganize / layoff time. Only 2 Fridays left in September and everyone knows the announcements come on Friday. Wondering if the Elliot intervention has put the the breaks on the PepsiCo plans? Hmmm?

Rumblings of some reorgs happening again.

I want to be positive and optimistic (not a good trait on this website) about the changes and the move to the sport offence, but come on! Did you see that org chart? (Just go to the support documents in Workday) Over a hundred VPs in the first level (which should make the total about 300+ since most have VPs reporting to them), and every single sport is a whole org now. EH mention he has flattened the org because he has ~15 reports now, but what about the rest? I’m gonna just blame on my own stupidity for not understanding how this is progress.

Did your org protect managers by turning them ICs, and their RnRs remain almost (or) the same?

While good engineers doing the job are seeing the exit doors, there's still room to protect the friends

Can someone tell me how the he-l we keep going through re-org after re-org, yet somehow the absolute worst fu--ing leaders are the ones who survive every single time? It’s like the less you give a damn about the brand, the company, or your team, and the more you’re a selfish, toxic a--hole, the higher your chances of keeping your job. Actual competence? Doesn’t matter one bit.

We’ve got senior directors and VPs who should’ve been booted years ago, and everyone who works under them knows it. So what’s the deal? What’s the bullsh-t mechanism for deciding who stays and who goes at that level? And seriously, why the fu-k can’t we ever manage to promote the people who actually deserve it?

Any thoughts on the reorg ?

Is this a new re-org? That's too much change for folks in the UM. Sorry to hear this.

More layoffs today as part of "reorganizing" aka send more jobs over to India. Laid off some long time key players. Not sure how that will help with their tech consolidation. This place just continues to tank morale. Sad.

You can’t settle into your role before everything shifts again. It’s exhausting trying to stay productive when nothing stays the same long enough to get comfortable.

I used to work at Accenture about 15 years ago and spent nearly a decade there. Back then, things were aligned by industry. I was in media and entertainment within the electronics and high tech vertical, with a specialization in SAP, though I was not directly aligned with the SAP group. I was on the consulting side.

I’ve seen mentions of a new reorganization at Accenture, but I’m having trouble understanding how things are being structured now. Are the new groupings still focused on industries, or is it more around technology and capability? How do specializations like SAP fit in today?

I’d really appreciate it if any current employees could share some insight into how the company is evolving and what this latest reorg means in practice.

So does anyone have any actual news about actual layoffs coming up on September 15th? Per the contract we should know if any department will get buyouts of layoffs for the next quarter (bargained for that is) right before Christmas.
Here in southwest Construction dept had info of a reorganization among the state of Texas then it was all put on ice.
I assume they are waiting for surplus announcement first.
Repair department gets one job a day and most guys have nothing else all day so I can only assume their time is up but no news around here, anyone know anything about next week announcements please share.

Is it true markets BASS is merging into business control? That sounds like a mess and I feel bad for everyone on the BASS side. Hopefully FA gets the boot soon

Does anybody have any insight or guesses as to what this restructuring means for those of us who are at the bottom of the totem pole? And are all these additional roles really needed? Because this is really starting to feel like real-life game of Jinga with all these different additions and subtractions.

I hope this doesn’t come across the wrong way — I’m genuinely curious to understand how conversations landed and the shifts this week. Which functions have been most affected, and if your title changed, what did that look like for you?

I’ve heard a little about individuals moving into a different FoP but not much beyond that, so just trying to get a clearer picture from your perspective before the meeting on the 10th

From a fellow EMEA colleague trying not to twiddle thumbs

It's rumored in our office that the blank organization charts will be rolled out soon. Is anyone else hearing similar conversations?

EH is a charismatic leader who is adored by the Nike Staff. After all he had pretty bad boots to fill. Post this re org we need to see Nike rebound otherwise it’s just a constant annual thing which will make people just exhausted from their battle scars and leave on their own accord. Best of luck Nike

Word is effective 9/1 - they now have Prime and overlays vs. Traditional Oracle Model: Prime and Prime.
ERP/HCM/FIN are the Primes - Industrial, Construction, etc are overlays.
Comp Plans are being re-issued ?? Been in the works for awhile if Ops can turn comp plans on a dime.
This will lead to a SaaS management and rep/sc sla-ghter.

Foreshadowing of the DP Org.

Please confirm if this is accurate.

To absolutely no one's surprise, a show of interest was offered to PM's, ENG's, Fiber Splicers, etc to go to Network CO / ATT.

A fun rollercoaster!

Are all the exits done?

Hearing there were layoffs today, an expected outcome with the Everi merger. Marketing, Ops and Product have a lot of redundancy (and some ‘tools).

ConocoPhillips is implementing a reorganization, reducing its workforce by 20-25% to cut costs amid declining oil prices and rising expenses, with most layoffs occurring before yearend.
by Conglin Xu

Key Highlights
(1) ConocoPhillips plans to cut 2,600-3,250 jobs due to cost pressures, primarily before end-2025.

(2) The energy company aims to complete its reorganization and announce new leadership by mid-September, with full implementation by 2026.

(3) Similar layoffs are occurring industry-wide, with Chevron, BP, and SLB also reducing headcounts.

US oil and gas producer ConocoPhillips will cut between 20% and 25% of its workforce as part of a sweeping reorganization aimed at cutting costs and improving competitiveness, the company confirmed on Sep.3.

The Houston-based energy firm employs about 13,000 people worldwide, meaning between 2,600 and 3,250 jobs will be affected. Most of the reductions will occur before yearend, with the new corporate structure and leadership team to be announced in mid-September. The broader reorganization is expected to be completed by 2026.

The move comes amid weaker oil prices and rising costs that have squeezed profits across the industry. ConocoPhillips’ second-quarter net income fell to $2 billion, the lowest since early 2021 during the COVID-19 downturn. Chief executive officer Ryan Lance said costs have climbed by about $2/bbl in recent years, with controllable expenses rising to $13/bbl in 2024 from $11/bbl in 2021, eroding competitiveness.

In an internal video, Lance noted that as the company optimizes its organization and take work out of the system, fewer roles will be needed.

Oil, gas company layoffs
Other oil majors have also announced significant layoffs this year. Chevronsaid in February it would cut up to 20% of its staff, bp plc plans to reduce its workforce by more than 7,000 positions, and oilfield services giant SLB is trimming jobs as well.

In August, ConocoPhillips announced it expects to achieve more than $1 billion in cost cuts and margin improvements by the end of 2026, in addition to $1 billion in synergies it plans to achieve from its acquisition of Marathon Oil in 2024.

https://www.ogj.com/general-interest/personnel-moves-promotions/news/

A similar sized company with a Portland footprint just conducted layoffs and a reorg. It was completed in 1 day. Why does it take Nike 5 months to cut a few hundred jobs and role out a new org structure and strategy that’s been known at the VP level since the beginning of the year?

Speaking of d-mb acronyms: What does “fields of play” mean anyway?

Tennis and basketball are played on a court. Running happens on a trail or track. Even in soccer (football) the playing area is more commonly referred to as a ‘pitch.’

This is the kind of inane rebranding that resulted in losing our focus and did zero to stem the loss of market share.

I applaud the move back to aligning with Sport. We should NEVER have left the category offense.

Once this is over hopefully this will allow us to all row in the same direction. And hope that it’s not too late.

Just kidding.

Right-sizing is not about cutting back. It’s not about loss. It’s about clarity, focus, and positioning ourselves for the future. Think of it as shaping a high-performance team where every role, every resource, every process is aligned with where we want to go.

We are at a point in our journey where the opportunities ahead are huge, but so are the challenges. The market is evolving, customer expectations are shifting, and innovation is relentless. To rise to this, we cannot afford to be carrying structures, systems, or habits that hold us back. Right-sizing is how we unlock agility, speed, and strength.

This is about creating an organisation that is fit for tomorrow, not just comfortable with yesterday. It’s about ensuring that every person here is in the right place, with the right tools, doing the right work that adds the most value. When we do this, we don’t just survive change—we drive it.

And here’s the inspiring part: right-sizing is not about reducing what we are; it’s about amplifying who we can be. It’s about freeing up energy, capital, and creativity to invest in growth, innovation, and the things that really matter to our customers and our future.

Together, we will become leaner, sharper, and more resilient. Together, we will build an organisation that is not only successful but significant.

So let us embrace right-sizing as a catalyst—not for less, but for more. More clarity. More opportunity. More impact. More future.

Because this is not the end of something—it is the beginning of our next level. And we are going there together.

Thank you.

Does anyone have more information about today’s reorg announcement at EMEA/ ELC?

Many bloated positions in BD Parata RxAuto team so when is the RIF coming? VP and Director and Senior Director levels seem to still not understand the business. No strategy, no progress since Parata acquisition. Way to ruin what Parata had going.

See you in a month for the RA’s. So pathetically predictable. Debanding next. Then five days in office. Garbage human beings.

Everyone watched it yet? 20-25% through 2026.

I missed the layoff bus yesterday morning again! Didn't hear anything in COO Control. I thought they'd be targeting removal of all remote within Control by Q4 but there's still a lot left it appears. I've had four different bosses in the last 2 years after multiple reorgs. Did they forget about me? 😬 My new boss doesn't know much but speculates they might even keep me to Q1. 🤔 True or false?