Elizabeth Holmes (B): The downfall

We show that a one-sided price-adjustment rule, with free price cuts but a fixed daily reset for price increases, raises the reset price even under risk neutrality, mean-zero wholesale cost shocks, and perfect consumer information. The mechanism i...

The “tragedy of the horizon” captures the gap between long-horizon climate damages and the shorter horizons of corporate decision-making. We provide a contracting account of this idea using a deliberately standard CARA-normal moral-hazard model. U...

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The case places participants in the role of Helge Lund, chair of BP, on 4 October 2023. Only weeks earlier, BP's chief executive officer Bernard Looney had resigned over undisclosed relationships with colleagues. Looney had been the principal architect and public face of BP's 2020 strategy to transform BP from an international oil company into an "integrated energy company" aligned with a net-zero ambition by 2050. On the same day, activist investor Bluebell Capital Partners wrote to BP arguing that the strategy was "irrational" and had materially depressed the company's valuation. The challenge came amid conflicting signals: Shareholders had overwhelmingly backed BP's net-zero direction in 2022, but its share price had lagged key peers, raising questions about the economics, timing and execution of the transition. The case presents a board-level dilemma: How should Lund lead the board now, what strategic direction should it support and what CEO mandate should follow? Should BP defend the 2020 strategy, recalibrate it or pursue a more fundamental reset? The case concerns strategic governance and board oversight of transformation under pressure, rather than sustainability alone. It asks how boards should engage in strategy, interpret shifting stakeholder signals, assess investor fit and build support for a strategic pivot, and test organizational readiness for transformation. BP's 2020 strategy was bold and adapted to real external pressures, including climate policy, investor expectations and changing assumptions about the future of oil and gas. It also placed major demands on capital allocation, organizational capability, competitive advantage, stakeholder credibility and investor patience. By autumn 2023, the board had to ask not only whether the strategy remained directionally appropriate, but whether it had been sufficiently owned, explained, sequenced and governed.

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