British Petroleum (C): Economic and environmental sustainability?
The C-case begins with BP announcing that Hayward is stepping down as CEO of BP to be succeeded by Bob Dudley. Shortly thereafter, Dudley announced that he would evaluate each business’s progress in reducing operational risks and achieving excellent safety and compliance standards. The case also describes some of the legal consequences BP faced as well as the financial impact of the oil spill. The case ends with Dudley stating that BP will emerge from this incident as a company that is safer, stronger, more sustainable, more trusted and more valuable.
Getting back on a sustainable path, establishing trust and rebuilding the company’s reputation after a crisis; roles of top management and the board of directors during a crisis.
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]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primari...
By 2026, it's predicted that over 80% of organizations will have employed generative artificial intelligence (GenAI) in some capacity, up from less...
Choosing a CEO is a crucial decision for any company, but it becomes particularly complex in family businesses. This difficulty stems from the need...
Family businesses often have not only financial wealth but also nonfinancial values that make them different from nonfamily companies. For instance...
Leadership presence (LP) is widely acknowledged as a foundation of effective leadership. Historically, LP has been conceptualized as a collection o...
With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers...
No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge...
In a world where agility and global foresight are crucial for business survival and growth, the FUCHS case presents a compelling narrative of trans...
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
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
in Harvard Business Review May-June 2024, vol. 102, issue 3
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
Research Information & Knowledge Hub for additional information on IMD publications