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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


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