British Petroleum (A): Defining a strategic vision
The A-case begins with Tony Hayward’s appointment as CEO of BP. Hayward was immediately faced with the challenge of convincing the board that he could streamline BP’s cost structure, while at the same time addressing the other main issue facing the company, its safety record. One of the board’s subcommittees, the safety, ethics and environment assurance committee (SEEAC), had the mandate to identify and mitigate significant non-financial risks and ensure the company achieved its goal of “no accidents, no harm to people, and no damage to the environment.”
Strategic positioning in terms of risk and costs; setting strategic priorities; comparison competitors; managing the expectations of the board.
2007-2010
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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- British Petroleum (A): Defining a strategic vision
- British Petroleum (B): The Deepwater Horizon explosion
- British Petroleum (C): Economic and environmental sustainability?
- British Petroleum (A): Defining a strategic vision
- British Petroleum (B): The Deepwater Horizon explosion
- British Petroleum (C): Economic and environmental sustainability?
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
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