- What was BPs structural form in Case Study 8?
- How did BPs organizational and management design contribute to its performance in relation to safety as well as the findings from the Baker Panel?
A frief History of BP The Atomic Structure What Buder, former head of stralegy at BP Tletnigh a series of mergers and acquisitions, Beswne created a company with the seale he believed was escential to become a kalket in the petroleum industry. lit in also created the challenge of how to ofganine such a hage company-by safery the ing the Power of tearning An Intervicw with ircieums John Browne,-Manand Basines Epenber-Oefibber 1907). formanion of AP. tandon Buviness school 22.5. Foweis Ronaions on Clobul Clrute Ching. (2000)36051. CAperl 20. 19ses. 11. Doule x. 12. lind: int excerled 542 billicin sake in Josnct following Westem anctions on Fassia and the dectining value of theinitis. dent partace? Findings of the Baker Panel leadenchip and has nos adequately estabibied peocess sufery as a cone value acruos all is five tis refineties the urgecs cas reconcile individual decision making wath overall coondinationfat only if the targets encourape the righe dections. In safety, FPrs key pefformance metric was the mumber of days kast though infury, while condocive to improvemeris in personal safery, thes metac did not help Be in ofety management systerm does not effectively translate corporate expectatins into medsurable criteria for managerient of prociess risk oe detine the appropriate role of qualitative and quantative risk managemenk criterias:" - inadequate resources. On this itsuc of whedber Birs emphasis on cout rediresafety, the Panel was agnoutic. llowever, it did coberve thet the curpany did not always ensure that adequale rescurces were effectisely allocated to support of sustain a - ligh kevel of process safery performance, In addition. Atr, copposate management mandated numercas initatives that opplied to the US refineries and thaL, whale well-intentionod, have owerlocided personnel afety performance, 1 The Performance Management System responsibiliry. aot. Delegations of authority flow from the starcholders to the Bound of Ditestain delegate zuthority to the lowes appropriate point in the onganioalion-a ing opposed to an organization, cocamitee, or cther group of people; whe matifa performance through romitoring and intervention. Those higher in the chin of delegetion monitor this performance and report up the line of delegosices ar ent their accountabilities. Dhis structure reflects BiPs phillonophy that leadendip ams tos but abes not supervise the business; leadership only supenios the porgh Adapting the Management Model, 2001-2008 and conemi. the basiness units beneath them BP as a Learning Organization Wite sume fime as drrving financial and operational performanke. Browne was Fupement. The primary role of top managcincrit was strategic tinkinge which mowid a quest for knowledfe and 2 conmiturent to andysis and sharing ideas seri oil companies: Thes compring is founded on a deep belief in intellectual rigor. In my experience, undess you can lay our rational arguments as the foundation of what you do, notharuptions about the state of the workl of what you cin do, and how your coonpelios will interact with it, and how the policy of the world will or will not allow pour to do somerhing? piry and outside the petroleum business. Beowne was a board member of 1 lowel and Coldman Sachs. A frief History of BP The Atomic Structure What Buder, former head of stralegy at BP Tletnigh a series of mergers and acquisitions, Beswne created a company with the seale he believed was escential to become a kalket in the petroleum industry. lit in also created the challenge of how to ofganine such a hage company-by safery the ing the Power of tearning An Intervicw with ircieums John Browne,-Manand Basines Epenber-Oefibber 1907). formanion of AP. tandon Buviness school 22.5. Foweis Ronaions on Clobul Clrute Ching. (2000)36051. CAperl 20. 19ses. 11. Doule x. 12. lind: int excerled 542 billicin sake in Josnct following Westem anctions on Fassia and the dectining value of theinitis. dent partace? Findings of the Baker Panel leadenchip and has nos adequately estabibied peocess sufery as a cone value acruos all is five tis refineties the urgecs cas reconcile individual decision making wath overall coondinationfat only if the targets encourape the righe dections. In safety, FPrs key pefformance metric was the mumber of days kast though infury, while condocive to improvemeris in personal safery, thes metac did not help Be in ofety management systerm does not effectively translate corporate expectatins into medsurable criteria for managerient of prociess risk oe detine the appropriate role of qualitative and quantative risk managemenk criterias:" - inadequate resources. On this itsuc of whedber Birs emphasis on cout rediresafety, the Panel was agnoutic. llowever, it did coberve thet the curpany did not always ensure that adequale rescurces were effectisely allocated to support of sustain a - ligh kevel of process safery performance, In addition. Atr, copposate management mandated numercas initatives that opplied to the US refineries and thaL, whale well-intentionod, have owerlocided personnel afety performance, 1 The Performance Management System responsibiliry. aot. Delegations of authority flow from the starcholders to the Bound of Ditestain delegate zuthority to the lowes appropriate point in the onganioalion-a ing opposed to an organization, cocamitee, or cther group of people; whe matifa performance through romitoring and intervention. Those higher in the chin of delegetion monitor this performance and report up the line of delegosices ar ent their accountabilities. Dhis structure reflects BiPs phillonophy that leadendip ams tos but abes not supervise the business; leadership only supenios the porgh Adapting the Management Model, 2001-2008 and conemi. the basiness units beneath them BP as a Learning Organization Wite sume fime as drrving financial and operational performanke. Browne was Fupement. The primary role of top managcincrit was strategic tinkinge which mowid a quest for knowledfe and 2 conmiturent to andysis and sharing ideas seri oil companies: Thes compring is founded on a deep belief in intellectual rigor. In my experience, undess you can lay our rational arguments as the foundation of what you do, notharuptions about the state of the workl of what you cin do, and how your coonpelios will interact with it, and how the policy of the world will or will not allow pour to do somerhing? piry and outside the petroleum business. Beowne was a board member of 1 lowel and Coldman Sachs
