The company made an attempt to differentiate itself from the competitors in the industry; the company created a strategy that saw the change of the name from British Petroleum to Beyond Petroleum. Public relations and advertisement strategies were put in pace to ensure the company changed the image that people already perceived the company to be. Adequate planning was suitable in that the awareness of the company drastically grew from 4 % to 67% in the year 2007. The company was able to win the Gold Award from the American Marketing Association (Mejri & Wolf, 2013).
In the previous years and mainly the 1980s the company had a complicated matrix that comprised of different levels of managers that any decision made had to go through. The company had to make a series of meetings for a particular decision to be made (Ingersoll, Locke & Reveavis, 2010).
BP (2016). The organization hierarchy of BP Oil
The company had a major challenge in response to the report that was produced by Baker of safety issues. A group of members from safety and operations organization visited the company to and gave presentations on the changes that needed to be done for the company to adjust to new ways. Written communications, as well as physical meetings, were done for the employees to learn new safety measures throughout America. According to Ingersoll, Locke, and Reavis, the company also had to create an employee platform in the past they did not have any particular mode of communicating their problems (2010). But Judge Stanley was appointed to listen to the issues they had and present them to the board members for evaluation. Another change that had to take place was on the auditing team. To create better protocols that would enable the company to become more compliant with the set standards of operation. The current leadership of the company includes the listed members.
Alam (2013) The Organizational Structure of British Petroleum
Robert Horton was appointed as the CEO in 1989. He transformed the operations of the company by cutting down the hierarchy of management at a reduced level to ease the process. He referred to himself as a polymath due to his ability to read and do adequate research on anything he intended to implement. He was a subtle decision maker. When he became the chairperson in1990, he cut down on jobs, and that had an effect on the dividends that were there by the end of the year. He went ahead and initiated a restructuring of the company to enable the company to scale down on the overhead costs. He revolutionaries how the company operated from that year until later on when further changes were inevitable (Segall, 2012).
Creation of peer groups made decision-making process less hectic and time-consuming. The managers managed to do simple meetings that incorporated most of the departments and eventually decisions that were made were a representation of what all the leaders wanted for the company (Goold, 2005). The leaders as communicators had the task of passing down information to the personnel. To ensure upstream and downstream was working in synchronized format.
Alam, F. (2013). Global Business Strategy of British Petroleum. SlideShare. Retrieved from http://www.slideshare.net/FaysalAlam1/global-business-strategy-29270246
BP Global. (2016). Executive Team. Retrieved from http://www.bp.com/en/global/corporate/about-bp/board-and-executive- management/executive-team.html
Ingersoll, C., Locke, R. M. & Reveavis, C. (2010). BP. And the Deepwater Horizon Disaster of 2010. MIT Sloan School of Management. Retrieved from https://mitsloan.mit.edu/LearningEdge/CaseDocs/10%20110%20BP%20Deepwater%20 Horizon%20Locke.Review.pdf
Mejri, M. & Wolf, D. (2013). Crisis Management: Lessons Learnt from the BP Deepwater Horizon Spill Oil. Macrothink Institute. Business Management and Strategy. Vol 4:2
McKittrick, D. (2012). Sir Robert Horton: Dynamic and Combative Head of BP and Railtrack. Independent. Retrieved from http://www.independent.co.uk/news/obituaries/sir-robert- horton-dynamic-and-combative-head-of-bp-and-railtrack-6287380.html