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Abstract

The case looks at the difference in Robert Horton's and David Simon's leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at British Petroleum (BP). It examines the reasons why, although the two men's goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organisation.

Time period

The events covered by this case took place in 1990-1997.

Geographical setting

Region:
World/global

Featured company

British Petroleum (BP)
Employees:
10000+
Industry:
Energy, oil

Featured protagonists

  • Robert Horton (male), Chairman and CEO
  • David Simon (male), CEO
  • John Browne (male), CEO
Teaching note
-
Reference no. 497-013-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: Elizabeth Florent (INSEAD); Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 21 pages
View full details
Case
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Reference no. 407-004-1
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD); Elizabeth Florent-Treacy (INSEAD); Anne Dumas (INSEAD)
Published by: INSEAD
Originally published in: 2007
Version: 01.2007
Length: 15 pages
Data source: Field research
Topics: British Petroleum (BP); John Browne; Corporate transformation; First mover advantage; Petroleum industry; David Simon
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Supplement
-
Reference no. 497-013-4
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 18 pages
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
View full details
Supplementary software
-
Reference no. 497-013-7
Subject category: Human Resource Management / Organisational Behaviour
Authors: Elizabeth Florent (INSEAD); Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Format: .zip
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
View full details
Supporting video
-
Reference no. 497-013-3
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 20 minutes
Data source: Published sources
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
Notes: Customers are advised to view the preview copy before ordering. File size 1.82GB. Click for more information.
View full details

About

Abstract

The case looks at the difference in Robert Horton's and David Simon's leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at British Petroleum (BP). It examines the reasons why, although the two men's goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organisation.

Settings

Time period

The events covered by this case took place in 1990-1997.

Geographical setting

Region:
World/global

Featured company

British Petroleum (BP)
Employees:
10000+
Industry:
Energy, oil

Featured protagonists

  • Robert Horton (male), Chairman and CEO
  • David Simon (male), CEO
  • John Browne (male), CEO

Related

Teaching note
-
Reference no. 497-013-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: Elizabeth Florent (INSEAD); Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 21 pages
View full details
Case
-
Reference no. 407-004-1
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD); Elizabeth Florent-Treacy (INSEAD); Anne Dumas (INSEAD)
Published by: INSEAD
Originally published in: 2007
Version: 01.2007
Length: 15 pages
Data source: Field research
Topics: British Petroleum (BP); John Browne; Corporate transformation; First mover advantage; Petroleum industry; David Simon
View full details
Supplement
-
Reference no. 497-013-4
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 18 pages
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
View full details
Supplementary software
-
Reference no. 497-013-7
Subject category: Human Resource Management / Organisational Behaviour
Authors: Elizabeth Florent (INSEAD); Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Format: .zip
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
View full details
Supporting video
-
Reference no. 497-013-3
Subject category: Human Resource Management / Organisational Behaviour
Authors: Manfred FR Kets de Vries (INSEAD)
Published by: INSEAD
Published in: 1997
Length: 20 minutes
Data source: Published sources
Topics: Corporate transformation; Corporate change; Corporate culture; Leadership styles; Executive role constellation; 'Teddy bear' effect; National culture; Emotional intelligence
Notes: Customers are advised to view the preview copy before ordering. File size 1.82GB. Click for more information.
View full details
Awards, prizes & competitions
2000 - The Case Centre Awards - Category winner