Leaderonomics India Roundtable Sessions - Presentation Slides
B Pv0 1[1]
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?
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)
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?
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?
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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.
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->
