True North, Rockie, Cat Driver.
Your exchanges, in my opinion are all about internet point scoring, not constructively addressing the thread topic. Instead of hijacking my thread start your own.....
Back to the topic at hand. Digits, in my opinion brought up an interesting point
I also used to work for a company that had multiple airplanes with different equipment. In one airplane it was impossible to follow the SOPs (something about setting up the radio aids etc).
When I read that I thought of a very near disaster that involved a 737 conducting an approach to Prince George. It was right after PWA bought CP. The approach nav radio set up failed to account for a significant difference in cockpit switchology. The result was the VOR being set instead of the LOC and a very near CFIT disaster. The take away is those simple SOP "variations" that are not documented but everybody uses as a work around, can be the start of the accident chain.
Ultimately the use of SOP's is a reflection of the company culture. I worked for a company were it was understood all those SOP's were only for training and the ride. Once you got on the line the tacit understanding was SOP's were advisory only and Captains could do what ever they thought best.....
This attitude, in my opinion contributed to several bad outcomes.
The bottom line from this pilots perspective:
How you use SOP's is a reflection of your professionalism. I think you have a duty to follow the direction you get from your Ops Manager and CP. If you disagree with that direction rather then ignoring it and doing what you think is right, you should engage management to effect change. If the company has the old school attitude I described above and is impervious to constructive change and tolerates operations in contradictions to their own SOP's then I think you need to evaluate your future with that company.
Finally the ability to safely deviate from the SOP is, in my opinion often heavily dependent on systems knowledge. There is again in my opinion a lack of curiosity in many pilots and an attitude of "if it is something I need to know about, the company will teach it to me." Critical to Sully's success was the immediate understanding of the importance of starting the APU ASAP so there was no systems degradation rather then working the checklist to item 14. This almost instant decision in the face of an shocking and off the charts improbable scenario was a reflection of a pilot that had a deep understanding of how the airplane worked and what needed to done as a reaction to what was happening now.