BP: Organisational Transformation
Subject
Organisational Behaviour
Authors / Editors
Gratton L;Goshal S
Biographies
Publication Year
2002
Abstract
In 1992, BP was facing an acute crisis that had led to the removal of its CEO, Bob Horton. Over the next ten years the company underwent a complete metamorphosis. From being a relatively minor player, through a series of mergers and acquisitions it had emerged in 2001 as one of the three oil supermajors, triggering a fundamental change in the structure of its industry. Financially, it had achieved the highest returns on capital employed of all major oil companies and was earning profits in excess of a billion dollars every month. This case describes how this remarkable transformation was achieved through fundamental changes in the company's organisational structure, management processes and leadership philosophy. The case end with a description of the challenges being faced by the company at the end of 2001 and management's responses to those challenges.
Topic List
Managing change, Organisation Design, Leadership, Social Responsibilty of Business
Industry
Oil and Gas
Publication Event Date
2001
LBS Case Number
CS-02-002
Location
Global
Publication Organisation Size
100,000 Employees
Project Funder
ESRC
Available on ECCH
No
