While supermajors do bring the behemoth structure into the energy play, what often goes unnoticed is their intricate internal composition. At a glance, these entities may seem unified and vast, but in reality, they operate more as a sum-of-parts. A supermajor like Chevron may appear colossal, overflowing with capital and prowess. Still, it's essential to understand that they are compartmentalized, with regions and value chains distinctly split across multiple teams often times battling for attention from decision takers at the board level – especially when addressing intricate regions such as the Eastern Mediterranean.

In these organisational structures, often delineated by geographical regions or specific value chains, divisions sometimes find themselves competing for attention and, more crucially, for capital. For instance, while the Exxon or Chevron Eastern Mediterranean division might publicly be heralded as a significant player, internally, they could be wrestling for resources with other equally crucial divisions. So on you have a mixture of effects precluding timely development of new resources in difficult situations across the East Med region. You have internal struggles for capital and attention and you have the mentality of supermajor resistance to tailoring plans to the needs of counter parties in a particular region seeking a way of working to navigate more local/regional intricacies. By the time a super major navigates these internal battles to get to a solution with a counterparty there is a lot of bad vibes built up precluding collaboration towards joint results.