BP: The Transformation of a Corporate Mind-Set - Act Two: John Browne

Published 01 Jan 2007
Reference 5427
Region Europe
Summary

This case follows and builds upon the ECCH award-winning 1997 case "British Petroleum, A Study of Transformational Leadership" (INSEAD N° 04/97-4692). This new case briefly reviews Robert Horton and David Simon's leadership styles before moving on to an in-depth look at the John Browne era (1995-2007). The two cases together will provide a historical context to discuss the transformation of BP over the past two decades, and this new case will be useful to analyses of John Browne's vision and strategy, as well as discussions about future direction under new leadership. The case addresses issues of transformation and national and corporate cultures in a transnational organization.

Teaching objectives

Teaching objectives include: - Addressing the concepts of triggers of change and barriers to change - Exploring the dynamics of the individual and organizational transformation processes - Analyzing the role of the CEO in the transformation process - Emphasizing the importance of a "global mind-set" and cultural relativity in transnational organizations - Discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of "vanguard" companies like BP.

Keywords
  • RD0107
  • AR2007
  • AR0607
  • Corporate Governance
  • Investors, Stakeholders and Accountability