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  1. BP's overall strategy
    1. Overall strategy regarding organizational processes
    2. What was it focused on?
    3. Was it successful?
  2. Horton's & Simon's leadership styles
    1. Horton's a Simon's actions & profiles
    2. Differences between them
    3. Determined or acquired?
  3. Emma, Jobs, Horton, Simon & me
    1. Similarities & differences between them
    2. Comparison with me

British Petroleum (BP) is a multinational and diversified company. Consisting of factories, offices, and gas stations all around the world, it needs at its head office a strong leadership-skilled person, who is able to implement a clear and profitable strategy, to keep growing. Robert Horton, employed by BP since 1957, climbed the ladder of the company to reach the CEO position with a cost killer reputation and a corresponding nickname: "Horton the Hatchet". He was appointed as CEO in 1990, when the company was suffering a huge "lack of operational flexibility and collaboration" according to the top managers. However, before implementing any new strategy, he decided to change his own way of managing by "Americanizing" himself and then the company. He succeeded in being recognized by Cleveland's mayor and Chamber of commerce as "the city?s outstanding business executive". Following this idea and operating a "management change", employees from the British Headquarter came to the US Headquarter in order to forge an American "corporate-identity drive".

[...] Communication was not his best faculty compared to David Simon who was a real diplomat, a team mate, and was able to communicate and treat as an equal with everybody. Be flexible is a key factor of success for a top manager/chairman/CEO because due to this status, subordinates tend to think that you only speak and deal with employees from your rank, but when they see that you go on the field, listen their request, take the time to understand their job and make them participate company's strategy, workers feel implied, trusted, and are finally more efficient! [...]

[...] The strategy's 4 major points were: Improve mid-term BP's performance by cutting the workforce Refocus strategy on the core business for a better efficiency and less risks Develop competitiveness in Europe and in the Far East Reach a ?profitable, disciplined growth? based on BP's ?performance? & not By doing so, the company enjoyed the positive effects of this plan two years later in 1996, when figures showed that BP's share price had doubled and the company had a better return on capital the Shell, its main competitor! [...]

[...] Even if his strategy included huge restructuration processes, he always did that for the good health of the company and to ensure long-term increasing revenue and security to his employees. I - C / was it successful? Flattering the organization, reduce bureaucracy, increase team working, trust between employees, allow people take more initiatives and change BP's brand image from a colonial outpost company to an appreciated one, was Horton's plan. Everybody agreed to this strategy but this appeared to be a failure because one person . [...]

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