British Petroleum (PLC) and John Browne: A Culture of Risk Beyond Petroleum (A) Harvard Case Solution & Analysis

The year 2007 had to have been one of the worst in the history of British Petroleum plc (BP). In the span of four months, two different independent reports (the first one commissioned by BP itself) had identified a deeply rooted "culture of danger" within BP where money and profits were valued above worker and environmental safety.

The Texas City explosion was the worst but not the primary major episode at a BP facility, and the disclosures in the reports severely damaged the credibility the so-called super-major oil company had earned over the last decade. The occupation of restoring investor and stakeholder confidence as well as the company's standing dropped to its star group chief executive, Lord John Browne and the BP board. Product 908M03, the B case, examines the role played by the board with respect to the individual integrity of Lord Browne. The teaching goals are to introduce students to examining the function of the board with respect to risk management as well as its social responsibilities to various stakeholders.

PUBLICATION DATE: April 23, 2008 PRODUCT #: 908M02-PDF-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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