Bp Transformation Report

940 words - 4 pages

Executive SummaryThis mini report looks at BP, one of the leading players in the oil and gas industry, and in particular how it has been able to transform the organizational culture over the past two decades. It analyses the roles that the past three CEO's; Horton, Simon and Browne, have played in the shaping of the culture and the core themes which emerged from the leadership styles.This helped to conclude that there is a direct correlation between having the right leader at the helm of the organization, with high EQ, as well as having the right strategy, can make all the difference between strategic success and strategic failure. BP is currently well positioned and should continue in electing CEO's with a visionary mindset and high EQ capabilities.IntroductionBP is considered one of the largest oil and gas organizations in the world today. With a rich history behind it, the company has coined the new term "beyond petroleum" in an effort to rebrand itself as an icon and pioneer.As can be seen below in diagram 1, BP started with an initial focus predominantly in the Middle East, before external environment circumstances necessitated a focus to other areas of the world such as North America and Europe.Diagram 1.1 Timeline of BP (BP corporate website)This report will examines the leadership eras, and corporate transformation themes that have helped shape the BP that we know today. The core essence behind this report is to identify and discuss the possible synergy between how an organization is led, the corporate transformation strategies that are put into place, and whether or not this has implications on the results of the business as a whole.Leadership Era'sBy looking at the three CEO's who led BP from 1989 to 2007, we can start to understand the impact that leadership and strategy can play in the overall success of the company.Robert HortonHorton led BP from the period from 1989 to 1992. During this period he implemented a strategic project called "Project 1990" which aimed to transform the culture of the organization.Horton's leadership style however was seen as "abrasive" and "arrogant". Soon in 1992, annual reports showed that profits were down by a massive 85% as compared with the previous year. The divide between Horton and the rest of the organization was evident and in 1992, he was asked to resign.David SimonHorton's successor was David Simon, who led from 1992 to 1995. Simon implemented his own project to reduce costs, called Project "1-2-5", but essentially applied the same strategy as Horton. Simon was praised for his ability to inspire trust and the ability to communicate the strategy effectively to all levels within the organization. By early 1996, BP's share price more than doubled and Project "1-2-5" met all of its target one year ahead of schedule.John BrowneAfter Simon became Chairman of BP in 1995, Browne took over from 1995 to 2007. Browne's main aim was to create a "distinctive"...

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