netrashetty
MP Guru
Organisational Structure of Bain Capital : Baker Hughes NYSE: BHI is the world's third-largest oilfield services company behind Schlumberger and Halliburton, its main competitors. Baker Hughes provides the world's oil & gas industry with products and services for drilling, formation evaluation, completion, production and reservoir consulting. Baker Hughes operates in over 90 countries worldwide mainly based in countries with a mature petroleum industry as is the case with most oil & gas service companies. Baker Hughes has its headquarters in the America Tower in the American General Center in Neartown, Houston.[3][4]
Baker Hughes Incorporated was formed when Baker International and Hughes Tool Company merged in 1987. Baker Hughes operates worldwide with major offices in Liverpool, United Kingdom, Singapore, Dubai, Research & Maintenance Facility in Celle, Germany, Lafayette, Louisiana, Houston, Texas Pescara, Italy, Kuala Lumpur, Malaysia and Liverpool, United Kingdom. The company is administered broadly in two Hemispheres; Eastern Hemisphere with five Regions (Europe, Africa, Middle East, Asia Pacific & Russia/Caspian) and Western Hemisphere with four Regions (Canada, US Land, US Gulf & Latin America); each of these Regions is subdivided into Geo Markets.
2
CEO
Chadwick Deaton
Director
James Lash
4
Director
Anthony Fernandes
2
Director
Clarence Cazalot
2
Director
Larry Brady
5
Director
Pierre Jungels
3
Director
Edward Djerejian
3
Director
Larry Nichols
11
Director
James Stewart
2
Director
Claire Gargalli
6
Director
John Riley
3
Director
Charles Watson
6
Director
James Payne
CFO
Peter Ragauss
President & COO
MC
Completion & Production
NH
Drilling & Evaluation
SS
Industrial Portfolio
PM
Integrated Operations
RM
2
Pressure Pumping
LL
16
Reservoir Development Servic...
John Harris
U.S. Land
PB
2
Legal
Alan Crain
Health & Security
RC
Human Resources
DC
Treasurer
JVG
2
Compliance
Jay Martin
Control
AK
5
Development
David Emerson
Account Management
WF
Internal Audit
RM
Investor Relations
GF
Tax
JL
Africa
TT
2
Asia Pacific
Richard Ward
2
Canada
Mike Davis
2
Europe
Gary Rich
11
Gulf of Mexico
Richard Williams
Latin America
NN
Middle East
KN
Russia & Caspian
DK
CIO
CT
Eastern Hemisphere Operations
BC
4
Western Hemisphere Operations
John O'Donnell
Eastern Hemisphere Health Sa...
NB
Supply Chain
AS
Secretary
SA
Legal, Eastern Hemisphere
MR
3
Legal, Western Hemisphere
William Marsh
Products & Technology
DM
Reliability, Quality & Produ...
RP
Health, Safety & Environment
HC
4
Technology Portfolio Managem...
Michael Sanders
Western Hemisphere Health, S...
RM
Development Completion Syste...
MH
Advisor
NM
Marketing
MB
Based on the analysis of the structural problems, it is proposed that the best structure in the view of the author is a matrix structure, rather than a functional structure. The matrix structure is used and implemented in an organization when there are standard and innovative products or services, or stable and changing markets (2004), and based on a dual chain of command. In this regard, the matrix structure is seen as a way of bridging the advantages of the functional and divisional structures (1986). The change process would be done through constant group discussions that would remind the top management of the new proposed structure, thus, allowing continuous coordination and communication among the members. Through the passage of time, members would be practicing communication and coordination among the other members of the organization.
The matrix structure is recommended for several reasons (2000; 1985). Primarily, the matrix structure would allow the company to focus on multiple business goals. As the company further develops and expands, division of labor and the formation of different business groups tend to happen, leading to multiple business goals. In this regard, the matrix structure would enable the company to pursue multiple business goals with equal focus. Second, the matrix structure would facilitate effective management of information. This is because this structure allows rapid communication across products and geographies to resolve technical and customer issues (1998). In the current traditional hierarchical structure of the company, information flows vertically through selected communication points that filter and distribute relevant information to appropriate recipients. In this regard, because communication is selected, information is not entirely maximized by the entire organization.
Baker Hughes Incorporated was formed when Baker International and Hughes Tool Company merged in 1987. Baker Hughes operates worldwide with major offices in Liverpool, United Kingdom, Singapore, Dubai, Research & Maintenance Facility in Celle, Germany, Lafayette, Louisiana, Houston, Texas Pescara, Italy, Kuala Lumpur, Malaysia and Liverpool, United Kingdom. The company is administered broadly in two Hemispheres; Eastern Hemisphere with five Regions (Europe, Africa, Middle East, Asia Pacific & Russia/Caspian) and Western Hemisphere with four Regions (Canada, US Land, US Gulf & Latin America); each of these Regions is subdivided into Geo Markets.
2
CEO
Chadwick Deaton
Director
James Lash
4
Director
Anthony Fernandes
2
Director
Clarence Cazalot
2
Director
Larry Brady
5
Director
Pierre Jungels
3
Director
Edward Djerejian
3
Director
Larry Nichols
11
Director
James Stewart
2
Director
Claire Gargalli
6
Director
John Riley
3
Director
Charles Watson
6
Director
James Payne
CFO
Peter Ragauss
President & COO
MC
Completion & Production
NH
Drilling & Evaluation
SS
Industrial Portfolio
PM
Integrated Operations
RM
2
Pressure Pumping
LL
16
Reservoir Development Servic...
John Harris
U.S. Land
PB
2
Legal
Alan Crain
Health & Security
RC
Human Resources
DC
Treasurer
JVG
2
Compliance
Jay Martin
Control
AK
5
Development
David Emerson
Account Management
WF
Internal Audit
RM
Investor Relations
GF
Tax
JL
Africa
TT
2
Asia Pacific
Richard Ward
2
Canada
Mike Davis
2
Europe
Gary Rich
11
Gulf of Mexico
Richard Williams
Latin America
NN
Middle East
KN
Russia & Caspian
DK
CIO
CT
Eastern Hemisphere Operations
BC
4
Western Hemisphere Operations
John O'Donnell
Eastern Hemisphere Health Sa...
NB
Supply Chain
AS
Secretary
SA
Legal, Eastern Hemisphere
MR
3
Legal, Western Hemisphere
William Marsh
Products & Technology
DM
Reliability, Quality & Produ...
RP
Health, Safety & Environment
HC
4
Technology Portfolio Managem...
Michael Sanders
Western Hemisphere Health, S...
RM
Development Completion Syste...
MH
Advisor
NM
Marketing
MB
Based on the analysis of the structural problems, it is proposed that the best structure in the view of the author is a matrix structure, rather than a functional structure. The matrix structure is used and implemented in an organization when there are standard and innovative products or services, or stable and changing markets (2004), and based on a dual chain of command. In this regard, the matrix structure is seen as a way of bridging the advantages of the functional and divisional structures (1986). The change process would be done through constant group discussions that would remind the top management of the new proposed structure, thus, allowing continuous coordination and communication among the members. Through the passage of time, members would be practicing communication and coordination among the other members of the organization.
The matrix structure is recommended for several reasons (2000; 1985). Primarily, the matrix structure would allow the company to focus on multiple business goals. As the company further develops and expands, division of labor and the formation of different business groups tend to happen, leading to multiple business goals. In this regard, the matrix structure would enable the company to pursue multiple business goals with equal focus. Second, the matrix structure would facilitate effective management of information. This is because this structure allows rapid communication across products and geographies to resolve technical and customer issues (1998). In the current traditional hierarchical structure of the company, information flows vertically through selected communication points that filter and distribute relevant information to appropriate recipients. In this regard, because communication is selected, information is not entirely maximized by the entire organization.
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