Questions for coworkers from other segments: Are you being destroyed like us at MI by the SLB group Managment structure, allocations and Halliburton? The new drilling group structure will damage us greatly especially when you consider that we were already being destroyed by Halliburton for a couple of years now. Are other segments in Halliburton hurting other SLB segments the same as Baroid? Baroid just 2-3 years ago were useless now have over taken us in terms of share and customer perception. I would like to know if this common across all segments, if so why? How do we turn it around.
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This so called SLB “super power” WILL sink one day, they promised they would not destroy good companies like M-I, GSS as they did to CAMCO. Please don’t preach it was market trends that made that happen, Upper management should hang their heads in shame and walk now and let realists take the reign.
They rule by fear believe me I know!!! Nothing personal in this post but the SLB org has gone off on a new direction and become a large competitor to what where loyal clients, they preach and attempt to train the remaining robots that this is not the case, WAKE UP PK you have lost your grip and you will drown!!
CAM watch your backs there are many sheep in that SLB org who will stab you in the back, mark my words!!!!!
It is not Smith Vs Schlum who was best it? It is related to income before tax cut cut cut, forget top line it does not matter you still need someone to perform the job if you profit $s cut people.
Seen it in all the legacy and original SLB segments for almost 4 straight years the culture of the company is the worst in decades - how can they really think it is positive environment.
The good news the last laugh will be on the employees and ex-employees the green shots of recovery are coming, you can tell as people have started to leave not be fired.
well all I know is that for other segments Halliburton struggles with all segments the exception of frac, Completions, cement and Baroid with sperry and wireline being a joke. Sad to hear about MI. I know in the gulf MI has messed up the last few years but I think all of SLB will CVX DWEP back as they are realizing they made a mistake as cost is going up because of sperry and wireline. Run off Halliburton baby.
Regarding the subject of talent going to Hal and getting them back. I met the young man that runs Baroid when he was a kid in his mid 20’s when he ran the MI JV Tehran office. Altough I never thought he would make it this far as he was promoted to soon to management there was never any doubt he would do great things as he had the smarts, very approachable and his guys would follow him anywhere. I guess they followed him to Baroid! The funny thing is I seen him a couple of years ago and he was very respectful to the old MI and SLB and had a interesting theory on MI. He felt MI needed Slb at the time of the smith acquisition and that MI needed to be craved up as the focus wasn’t on its core business fluids and DWM. He felt the culture was built around 7-8 executives who all ran in their own silos and that we needed SLB systems to break down the silos as we lacked consistency. In talking to the Baroid folks he is still driven yet bipolar between strategy and tactics to win market share and cost cutting. I seen him fire 20 people in Iran in one day so becareful wishing that he comes back to MI as he may be no different the run of the mill SLB exec.
Safety is an important part of our job and reporting is events and possible near misses equally.
The problem with modern day oilfield ops is too many in the office trying to justify their position so they create spreadsheets for the field. This wastes time and usually adds very little value.
MI employees have moved to HAL and HAL has used their skills in actual mud operations rather than filling spreadsheets and raising RIRs
To turn around, get back your folks from HAL or start focusing on job rather than RIRs
Baroid were a very strong brand long before MI came into existence. Maybe they got someone who actually knows how to run a mud company and turned it around.
Smith was a great company