TY - GEN
T1 - British Petroleum
T2 - From Texas City to the Gulf of Mexico and Beyond
AU - Andersen, Torben Juul
AU - Andersen, Christine Bang
N1 - Case-reference no. 714-017-1
PY - 2014
Y1 - 2014
N2 - The case deals with the rather tumultuous executive leadership changes of British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: The Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. The company started with a venturous search for oil in Iran in the early 1900s to eventually become a multinational oil and gas conglomerate among the world’s largest energy companies. The company grew by developing oil fields around the world including demanding locations like Alaska, the North Sea and the Mexican Gulf and pursuing an ambitious acquisition strategy soaking up significant assets and brands in North America and elsewhere. The case describes the circumstances around the incidents that triggered the executive changes and considers the economic and environmental effects of prevailing policy guidelines and governance practices. The case captures the intricacies of corporate management and provides a realistic overview of the complexities that often surround leadership approaches and executive decisions. Hence, it can be used in various graduate and executive courses in strategic management, leadership development and corporate governance that all grapple with issues of responsible ethical behaviour.
AB - The case deals with the rather tumultuous executive leadership changes of British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: The Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. The company started with a venturous search for oil in Iran in the early 1900s to eventually become a multinational oil and gas conglomerate among the world’s largest energy companies. The company grew by developing oil fields around the world including demanding locations like Alaska, the North Sea and the Mexican Gulf and pursuing an ambitious acquisition strategy soaking up significant assets and brands in North America and elsewhere. The case describes the circumstances around the incidents that triggered the executive changes and considers the economic and environmental effects of prevailing policy guidelines and governance practices. The case captures the intricacies of corporate management and provides a realistic overview of the complexities that often surround leadership approaches and executive decisions. Hence, it can be used in various graduate and executive courses in strategic management, leadership development and corporate governance that all grapple with issues of responsible ethical behaviour.
KW - BP
KW - Energy industry
KW - Risk management
KW - Competitive dynamics
KW - Corporate culture
KW - Corporate governance
KW - Environmental policies
KW - Mergers & acquisitions
KW - Organisational change
KW - Social responsibility
KW - Stakeholder management
KW - Strategy execution
KW - Value-based management
M3 - Teaching case
T3 - CBS free case collection
PB - Copenhagen Business School, CBS
CY - Frederiksberg
ER -