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Question 1 Describe British Petroleums overall strategy with respect to organisational and management processes since Hortons appointment as CEO Before Hortons arrival as CEO in 1990 British Petroleum had begun to diversify into related and unrelated businesses which were gathered under the firms umbrella of international businesses This strategy translated the firms desire to decentralize its current organization which was too centralized up until then However the results were not those that were hoped for Instead of continuing in this direction when Horton arrived vision began to focus on short term strategies thus resulting in a very centralized organization Indeed the stragey became focused on daily operations in each major business of each country that the firm was operating in This problem could be due to the fact that Horton was applying American management methods which were based on short term in order to be more responsive to the different markets Nevertheless this strategy was quite detrimental to the firm which was a British firm and was not receptive to this type of management Furthermore the very hierarchical structure of the firm did not allow informtion and communication to flow easily within British Petroleum In 1992 with the arrival of another CEO David Simon British Petroleums strategy and structure started to change in a direction which was much needed Indeed Simon tried to reduce the layers of hierarchy within the company but he also implemented a long term stategy for the firm called the 1-2-5 strategy This strategy was based on cutting costs reducing the middle management staff considerably and downsizing the rest of the workforce as well Several changes surfaced in British Petroleums core interests such as narrowing down and regrouping its business in three well determined divisions exploration oil and chemicals Later in 1996 British Petroleum hired a new CEO John Browne who also imposed long term strategies which were based on the mutual advantages for the company One
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