The document summarizes the use of organizational development interventions by BP Castrol Marine to enhance shareholder value. It describes how the company was facing issues like unclear strategic direction, declining business and customer satisfaction. The new leader David Gilmour implemented Appreciative Inquiry methodology to build trust and support employee development. This helped improve customer satisfaction, financial performance and internal processes by better understanding customer needs and defining processes. As a result, employee morale rose and the team felt empowered to execute actions rigorously, transforming the organizational culture.

1. BP Castrol Marine: Enhancing
Shareholder Value using OD
 Presented by:
 Group 3

2. History of BP Castrol Marine
 Performance Unit operating within International Marine
business unit within Refining and Marketing in BP plc.
International Marine market
 It is a global marine lubricants marketing business
 Sells and markets in over 70 countries
 Has been in business for over 100 years
 BP plc. Acquired Castrol Marine in 2000
 Mr. David Gilmour appointed as PU Leader of Castrol
Marine in 2004

3. Key issues faced by Mr. David Gilmour and
Mrs. Anne
 The PU lacked clarity in customer segments, brand
positioning, unsatisfactory financial results, reducing
consumer satisfaction, unclear strategic direction for
employees
 Business was losing momentum internally and in market
place, business was declining
 How to implement the new business strategy to define
priority segments, brand positioning , give internal
support aligned with the segments
 How to engage employees to deliver business
objectives

4. Organization Challenges
 To Reform the business process due to new
acquisition of Castrol Marine.
 To stop Rapid Business Declination.
 David Gilmour as new PU leader of Castrol
Marine.

5. OD Interventions used by BP Castrol Inc.
◦ Implementation of AI (Appreciative Inquiry)
methodology.
◦ Built a team with passion and specific abilities
◦ Created team culture of trust and relatedness
◦ Focus on personal and Career development of team
members
◦ Support and prioritization to each member of the
team
◦ Encouraged risk taking and set extraordinary goals
◦ Brought the needs of individuals and business in to
coherent frame

6. Continued..
◦ Transferred the culture of commitment from the top
management to front line employees
◦ AI summits with senior leadership
◦ Encouraged diversity of ideas throughout the
organisation
◦ Innovative 333 coaching

7. How OD interventions contributed to
overall organizational effectiveness
CUSTOMER SATISFACTION
 Development of a “One team culture” enabling greater responsiveness and
flexibility in meeting customer and internal needs
FINANCIAL PERFORMANCE
 Stabilization of high fixed cash costs and overheads
INTERNAL PROCESSES
 Understanding of customer needs improved because of clear segmentation
 Internal processes became well defined and it became easier to work

8. How OD interventions contributed to
overall organizational effectiveness
ORGANIZATIONAL CULTURE
 There was a rising employee morale
 There was an empowerment in the team which made
them to execute agreed actions with discipline and rigor

9. How SBI transformed itself
(2007 onwards)

10. Delegative
and Participative leadership

11. Key OD Interventions
 Eliminating Hierarchical Decision-Making
 Streamlining Priorities
 Major thrust on technological adoption
 Investing in Employees- Citizen SBI
 Active Employee Participation
 Strategic Interventions

12. Strategic Intervention
 Merger and acquisition
 Rapid Expansion
 Re-establishing relationship with clients
and stakeholders
 Establishing Brand image

13. Making the Elephant Dance
 Largest Bank - Proxy Economy of India
 Awards and Recognition
 Most trusted brand
 Rejuvenated workforce

14. Thank You