On the night of April 20, 2010, a succession of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. Petrol in the Macondo had surged up out of the blue, inducing a mixture of drilling mud and seawater to spew into the atmosphere much like a volcanic eruption. Eleven crew members perished during the explosion. Their loss was mourned by the nation, as BP fought to include the environmental damage, that folks had forseen. Millions of barrels of oil spilled into the Gulf of Mexico in the weeks that followed. BP downplayed their duty for the failure. As the company failed repeatedly to stop the spill, the people became furious. Drawing on the Presidential Commission's investigation, together with numerous journalistic accounts, the case gives a thorough description of the events leading up to this disastrous injury. Readers examine the crucial decisions as they drilled this well, that BP and its own partners made.
They find the alternative choices that might have been made and learned about the discrepancies that took place (too as those that neglected to surface). Additionally, the case offers a chance to analyze how organizational culture shaped and BP's history the way those conclusions were made. The case describes Tony Hayward and shaped the culture during the past two decades and his forerunner, John Browne, directed the company. Furthermore, the case explains how political powers and the regulatory environment shaped decision-making in the oil industry. The case concludes by examining the consequences of the injury, particularly the public relations misunderstandings as it tried to handle the crisis that BP experienced.
PUBLICATION DATE: October 18, 2011 PRODUCT #: W11366-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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