BP - transformation report

Essay by crombie1976University, Bachelor'sB-, November 2014

download word file, 4 pages 0.0

Executive Summary

This 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.


BP 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's

By looking at the three CEO's who led BP from 1989 to...