B Pv0 1[1]
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,055
On Slideshare
1,055
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
18
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Openness, empowering, networking, personal impact. Did not gain trust, did not make an attempt to convince them. Strategic mistake of expansion during recession. Downsizing became 1990. Abrasive management style (percieved arrogance, plain speaking). High people skills, good communicator, diplomatic, inspires trust. Guides people and not forces them. Correct business strategy->

Transcript

  • 1. British Petroleum: Transformational Leadership in a Transnational Organization
    Shruti Verma | Lu Zhanf | Peter Bukor
    Daniel Hoe | Weila Cui | Manvinder Singh
  • 2. Contents
    -
    Introduction
    Q1
    Identify David Simon’s traits, roles and competencies as a leader and discuss how they have enabled him to initiate and accomplish a very successful turnaround of a large and compliated organization in a relatively short time
    Q2
    Why was David Simon able to successfully carry out Horton’s transformational process? What did Simon do right, and what did Horton do wrong? How has Simon influenced BP’s corporate culture?
    Q3
    Discuss the Simon-Brown dyad. In what sense can their roles be described as complementary?
  • 3. Contents
    -
    Introduction
    Q1
    Identify David Simon’s traits, roles and competencies as a leader and discuss how they have enabled him to initiate and accomplish a very successful turnaround of a large and compliated organization in a relatively short time
    Q2
    Why was David Simon able to successfully carry out Horton’s transformational process? What did Simon do right, and what did Horton do wrong? How has Simon influenced BP’s corporate culture?
    Q3
    Discuss the Simon-Brown dyad. In what sense can their roles be described as complementary?
  • 4. Introduction
  • 5. Contents
    -
    Introduction
    Q1
    Identify David Simon’s traits, roles and competencies as a leader and discuss how they have enabled him to initiate and accomplish a very successful turnaround of a large and compliated organization in a relatively short time
    Q2
    Why was David Simon able to successfully carry out Horton’s transformational process? What did Simon do right, and what did Horton do wrong? How has Simon influenced BP’s corporate culture?
    Q3
    Discuss the Simon-Brown dyad. In what sense can their roles be described as complementary?
  • 6. David Simon stepped in as CEO in 1992 and moved to Chairman in 1995.
    Profile
    Speaks 5 languages
    Combines knowledge of the British establishment with Continental Europe background
    Educated at Cambridge and INSEAD
    Loves sports, not a ‘natural’ academic
    Likes to chat, diplomatic, affable in manner
    David Alec Gwyn Simon, Baron Simon of Highbury (source: npg.org.uk)
  • 7. ‘Managing with Style’ by David Simons.
    Description
    Action/Characteristic
    • When stepping in as CEO, Simon moved fast and with a simple plan.
    • 8. 3 yr “1-2-5” plan (represented financial goals)
    • 9. Focus on petroleum, downsizing in middle management
    Speed and Simplicity
    • Every employee must have a Cost and Profit consciousness
    • 10. Individual target > Measurement > Achievement
    • 11. Understanding of the business and implications of one’s work
    Focus and Accountability
    • A good listener who likes personal contact and teamwork.
    • 12. Personal contacts to double check the formal reporting
    • 13. Talking through problems, diplomacy and guidance
    Personal Attention, ‘People Skills’
  • 14. Contents
    -
    Introduction
    Q1
    Identify David Simon’s traits, roles and competencies as a leader and discuss how they have enabled him to initiate and accomplish a very successful turnaround of a large and compliated organization in a relatively short time
    Q2
    Why was David Simon able to successfully carry out Horton’s transformational process? What did Simon do right, and what did Horton do wrong? How has Simon influenced BP’s corporate culture?
    Q3
    Discuss the Simon-Brown dyad. In what sense can their roles be described as complementary?
  • 15. Why Horton Failed But Simon Did Not!
    Hence, during Simon’s tenure…..
    Issue
    Horton’s response
    Simon’s response
    • Did not make efforts to convince managers. Forced change
    • 16. “Guided Managers” without them realizing”
    • 17. Increased accountability and profit conciousness.
    • 18. Managers took higher degree of ownership of the change process
    Making org. accept the change
    • Did not listen to employees. Always believed that he was right
    • 19. Displayed strong people skills. Listened to mgmt.
    • 20. High level of interaction with employees
    • 21. The managers trusted the CEO a lot more
    Forming relationships with managers
    • Abrasive. Plainspeaking
    • 22. Percieved as arrogant
    • 23. Diplomatic
    • 24. CEO was a better cultural fit in the British HQ
    Communicat-ion Style
    • Kept expanding during recession and was later forced to make cuts. Project 1990 became synonymous with downsizing
    • 25. Divested non-core businesses.
    • 26. Curtailed expansion
    • 27. Morale of organization was much better
    • 28. Management could focus more effectively
    Strategic business decisions
  • 29. David Simon Positively Influenced BP’s Culture
    High level of trust within the mgmt
    BP became a leaner org., improved its financials and successfully implemented the goals of Project 1990
    Better cultural fit with the UK dominant board and organization
    More accountability and ownership
    Improved mgmt. focus and balance sheets
  • 30. Contents
    -
    Introduction
    Q1
    Identify David Simon’s traits, roles and competencies as a leader and discuss how they have enabled him to initiate and accomplish a very successful turnaround of a large and compliated organization in a relatively short time
    Q2
    Why was David Simon able to successfully carry out Horton’s transformational process? What did Simon do right, and what did Horton do wrong? How has Simon influenced BP’s corporate culture?
    Q3
    Discuss the Simon-Brown dyad. In what sense can their roles be described as complementary?
  • 31. Background
    • In July 1995 David Simon became the Chairman of BP and his place as the CEO was taken by John Browne.
    • 32. John Browne was formerly the head of BP’s exploration division. Browne took over as the CEO when BP was in excellent financial shape.
    • 33. He said at a time, “We have clawed our way back”.
  • The Simon-Brown Dyad (1/3)
  • 34. The Simon-Brown Dyad (2/3)
  • 35. The Simon-Brown Dyad (3/3)
  • 36. END OF DOCUMENT