On the night of April 20, 2010, a series of explosions shook the oil rig Deepwater Horizon in the Gulf of Mexico. The gas in the Macondo well was suddenly grown up, resulting in a mixture of mud and sea water thrown uncontrollably in the air like a volcanic eruption. Eleven crew members died in the explosion. The people mourned his loss, and people watched as BP struggled to contain the damage to the environment. Millions of barrels of oil spilled into the Gulf of Mexico in the weeks that followed. The federal government relies on BP to manage the consequences of the accident, in part because government officials did not have the experience needed to stop the spill. Meanwhile, BP exaggerate their responsibility for the failure. The company failed several times to stop the spill, the public was angry. This is a man-made disaster was the largest marine oil spill in U.S. history. Based on the study of the Presidential Commission, and numerous journalistic accounts, it provides a detailed description of the events that led to this catastrophic accident. Readers explore the key decisions, BP and its partners have made as they drilled it well. They find alternative solutions that could be done and to learn about the differences that have taken place (and those that do not have the battery.) Furthermore, in case the possibility to learn how the story of BP and organizational culture shape how these decisions were made. The case describes how Tony Hayward and his predecessor, John Browne, the head of the company and forms of culture over the past two decades. In addition, in the case explains how the regulatory framework and political forces, forms of decision-making in the oil industry. The case concludes by examining the aftermath of the accident, in particular, social relations miscues BP experienced when he tried to cope with the crisis. "Hide
by Michael A. Roberto Source: Richard Ivey School of Business Foundation 19 pages. Publication Date: October 18, 2011. Prod. #: W11366-PDF-ENG
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