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In the year 2001, based on technical benchmarks among selected oil companies, Pertamina has adopted dual career ladders: Technical and Managerial. The purpose of this paper is to report successes and failures in implementing TCP during the 1992 to 2007 period. The methodology consists of three stages: a preparation stage, an implementation stage, and results. The preparation stage occurred during the 1992 to 2000 period, and was comprised of selecting and upgrading potential technical staff members from all operational regions to pursue their PhD degree through research abroad, namely in the USA, Europe, Australia, and New Zealand. By the year 2000, 17 PhD graduates in Geology, Geophysics, Petroleum and Process Engineering had returned to Pertamina. In 2001 Pertamina established its Technical Support Group (TSG) Division, known as Divisi Jasa Teknologi EP. Each TSG member was given the title of Specialist. The TSG followed the technical career path ladder. The roles of TSG were mainly to assess all annual technical proposals and to produce professional recommendations for Management. On the other hand, each individual specialist was also assigned to solve specific problems in required operational areas. The benefits accrued in implementing TCP, namely better planning for our annual training program, with a deeper understanding of operational problems through practicing research knowledge. Rapid changes in Pertamina organization, however, challenges the original expectations. In conclusion, a long-sighted vision and strong commitment from top Management are the key to be successful in implementing TCP. Moreover, top management should establish a system whereby the technical and managerial ladder are given the same opportunity - and let each potential staff member choose freely and fairly.