Will the 700 candidates come from BP USA and Azerbaijan?
Houston has a lot of deadwood 🪵 needing trimming. Just visit Helios and see for your self the privilege and waste that shareholders have to pay for.
11 replies (most recent on top)
@fe I agree, PSCM is always handed the short end of the stick in every which way and then blamed as if we singlehandedly ki-led the company’s momentum.
We’re also just a function, trying to survive, trying to do our jobs. Our offshoring started a decade ago. We go through a restructure and layoffs every other year. It’s difficult to do our job when new leaders move everything around every single year.
Preamble: If you’re naming real individuals, it’s better to keep it as clearly subjective criticism rather than making factual accusations you can’t support.
I think Meg’s right. We had to get humble. The reality is we’re a shadow of the company we used to be, and that didn’t happen overnight. It was years in the making.
Personally, I think the biggest failure sits with the previous CEOs and the leadership teams around them. BL, MA and the ExELT owned the direction of travel. They set the strategy, built the culture and made the calls. The people lower down didn’t wake up one day and decide to make the company slower, more bureaucratic and less competitive. That came from the top.
Somewhere along the way we started believing our own story instead of looking honestly at what was happening around us. We added layers, meetings, governance and process, while competitors just got on with the job. That’s not on the workforce. That’s on leadership.
Ironically, it probably took another Irishman to start pointing the business back in the right direction. Maybe he just went a little too early.
I like Meg. She’s direct. She says what she thinks, isn’t trying to polish everything, and seems willing to make calls that should’ve been made years ago.
PSCM has serious talent. That’s never been the issue. We’ve just handcuffed people with bureaucracy and corporate nonsense. Too many good people spending their time navigating the system instead of creating value.
KL’s got some good people. I’d still rather build capability in the Americas than keep moving technical work to TSI.
Everything I’ve heard about AA is pretty consistent. He sets a high bar, moves quickly and expects people to deliver. After the last few years, that feels like exactly what’s been missing.
@d6 consultation is always a tick in the box. It doesn’t change anything.
@d6 yes
Heard some ppl on the same team are at risk and others are t even if both arecentral roles. How does that work? Are the roles at risk then already choosen to be made redundant and consultation will be just a tick in the process?
Procurement have helped destroy BP efficiency.
@bb what was the news on the call? I unfortunately missed it
@bj all functions within upstream, technology, and rtp are part of this so if there’s procurement roles in there then they are part of this.
Isn’t 700 only upstream and downstream numbers ie regions, refineries and bpSolutions ? Thought support functions like procurement are not included in that number
Procurement. They got a sobering call today.
Azerbaijan won’t be touched. They are the highest performing staff in the company.