B Pv0 1[1]

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  • 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->
  • B Pv0 1[1]

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

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