The management planning process requires functions from all over a company to work together so a plan can be successful. Halliburton is no stranger to any type of planning. Recently, Halliburton created a second headquarters in Dubai, United Arab Emirates, in order to strengthen their presence in the Eastern Hemisphere. There are many different factors that need to be covered when any large company makes a global transition as Halliburton did and these will be covered.
Founded in 1919, Halliburton is one of the world's largest providers of products and services to the oil and gas industry. Halliburton employs more than 55,000 people in nearly 70 countries (Halliburton, History of Halliburton, 2009). When Halliburton was first looking into the move to Dubai, David Lesar, Chairman of the Board, President and Chief Executive Officer, stated that the Middle East would be the seat of their operations (Agency, 2006). The whole transition was part of the strategic plan to focus Halliburton's customer relations with national oil companies.
Within 2006, Halliburton's 38 percent of their 13 billion dollar oil field revenue was generated by the Eastern Hemisphere. David Lesar took over the office after the departure of Vice President Dick Cheney.
An example of a legal issue that impacted planning would be in September 2001, investors accused four former officers of misleading them. A court ordered Halliburton to pay 130 million dollars. "Halliburton told investors that the case was going well, but three months later, the company's stock price dropped forty-two percent on the day that news of the judgment became public (Ritter, 2004). The former employees told investigators that the company did not keep legitimate records of its sales and costs from 1998-2001. The company declared more income and expected employees to alter records to make Halliburton appear more profitable. The...