OS

Question 1

How will an operating model make teams more efficient?

Answer 1

Teamwork.
Become world class teams.
Consistency and agility.

Question 2

What is consistency?

Answer 2

Enables basic and repeatable tasks to work seamlessly.

Question 3

What is agility?

Answer 3

Respond quickly to business dynamics and customer needs.
Agility enables innovation and problem-solving activities, so that each team can make the most of opportunities and being powered to solve challenges locally.

Question 4

Why is standardization good?

Answer 4

Processes and metrics can be bad for any business, if they are excessive or inappropriate.
Companies are getting more and more complex. They are more system taking place and this company is quickly become internally focused with people working harder and harder but it’s spending a lot of their time or no value adding activities.
Our operating model has a target to achieve the correct balance of standardization versus uniqueness .

Question 5

Is a standard operating model applicable to all the divisions, and does one size fits all?

Answer 5

Well, one size does not fit. All we must recognize the common elements of the breaking model framework such as a standard organization, process ownership and digital enablement. Variations will have to be considered.

Question 6

What is the metro map?

Answer 6

It is high-level representation of our operating model, showing organizational responsibilities colors, and the key workflows performed in the company. The metro stop.
It is the starting point to align everyone and organization on the same level of understanding and vocabulary related to our operations

Question 7

What are key processes?

Answer 7

Keep processes are the next level of the tail under the metro map. They represent the minimum level of the tail needed to describe how a team of people work together on transactional and executional activities. They provide job description, as well as a complete picture of how the job interfaces with all other members of the team.

Question 8


What are the key responsibilities as a process owner

Answer 8

Process owners are responsible for managing the key processes from end to end

Question 9

Who owns the PL

Answer 9

 the division owns the PNL

Question 10

Do the functions represent all employees

Answer 10

Yes, every employee will either belong to a function or a general manager

Question 11

What are delivery functions?

Answer 11

Direct sales, PSDTLM tech project, engineer and tech delivery

Question 12

What are enablement functions?

Answer 12

HSC, IT, FIEN, OS, HR, legal, P, and SC, SC, OI, marketing, and general management

Question 13

What is the delivery function?

Answer 13

It is a function that is focused on delivering product and services to our clients, and it sits within a division, for example, PSD and direct sales

Question 14

What is an enablement function?

Answer 14

It is a function that is focused on supporting the business, and may side within the division or outside the division at the basin. for example, HSE, IT, HR

Question 15

How can we assess the organizational and process health of a Geo unit?

Answer 15

By the operating model maturity. ProCat audits.

Question 16

How many levels of performance metrics do we have? 

Answer 16

The levels are from M1 to M5

Question 17

What does M1 metric?

Answer 17

M1 is business process level metrics that describe organization, white business outcomes
With the corporate strategic goals

Question 18

Describe M2 process

Answer 18

M2 is key process metrics that describe the end of process outcomes that influence and drive M1 metrics

Question 19

What is M3 performance metrics?

Answer 19

M3 is soup process metrics that describe soup processes performance outcomes that influence and drive M2 metrics

Question 20

 what are M4 metrics?

Answer 20

 For metrics are activity metrics that describe the outcomes of critical activities, tests or steps within the subprocess that influenced and drive M3 value metrics

Question 21

 What is the M5 factor

Answer 21

And five desk or transaction metrics that describe the outcomes of critical tasks or transactions within the activities that influence and drive, and for metrics

Question 22

What are performance metrics?

Answer 22

Performance metrics are quantifiable measures that are used to track and assess the status of a specific business process

Question 23

What are KPI’s?

Answer 23

Keep your eyes are selected performance metrics, which are given a specific performance target not all performance metrics become KPI

Question 24

 what are KPO’s

Answer 24

KPO’s are selected KPI, which become SLP3 objectives, which typically have a performance incentive associated to achieving them.

Question 25

What is the SLB Corporate Strategy?

Answer 25

 There are 10 elements across street teams. They themes
Strengthen the core
Go to market
Next horizons of growth.

Question 26

What is strengthen the core?

Answer 26

People first
Performance management
Capital stewardship
Customer centricity

Question 27

What is expend go to market?

Answer 27

Exploring business models and pioneering new market approaches.

For for basin
Technology access
Performance model

Question 28

What is next horizons of growth?

Answer 28

Future is digital
Gas development and production
Sustainability and low carbon