بخشی از پاورپوینت
--- پاورپوینت شامل تصاویر میباشد ----
اسلاید 1 :
A transform project: Project 1990
New culture
Behavioral change
Flatter organization
Getting rid of bureaucracy
Failure reasons:
Other’s perception: Horton was imposing Change rather than fostering it
Bad financial situations in 1992
Horton reaction:
cost cutting
Severe morale problems in BP
Diversification, rather than transformation, to maintain profitability
Horton abrasive management style ( too much insisting in his own way!) his American attitude!
He never fully gained the trust and respect of his colleagues and subordinates
اسلاید 2 :
Having a good image and attitude in BP
The “1-2-5” plan:
Narrowing the business
Downsizing the personnel (50%)
Financial turnaround
Simon: setting simple goals is an important part of developing a culture of continual improvement
Simon : “Targeting is fundamental to achieving. If you do not target, you do not measure and you do not achieve”
Simon : “[Bad managers are] managers who don’t listen. Telling is not enough”
اسلاید 3 :
اسلاید 4 :
Mega-Mergers:
BP acquired Amoco, Arco, and Burmah Castrol
BP sold some of its mature fields, “We are selling things that don’t fit our strategy”
BP rather focused on properties with lower costs and higher profit margins, including those in Angola, Azerbaijan, and Gulf of Mexico.
In 2003, BP purchased half of Russia’s TNK for $7B: “To ignore Russia if you are in the oil and gas business is to ignore the largest player”
