Abstract
What was BP's overall strategy with respect to organizational processes since Horton's appointment as CEO, and through Simon's term? Did this strategy focus on people management and, if yes, in what way? Was it successful or unsuccessful? How? On June 1992, Robert Horton, Chairman and CEO of British Petroleum (BP), was ousted after only two years as the CEO. The other non-executive members of the board had had some doubts about Horton for some time. There weren't specific events that could explain this feeling, however, that prompted the directors to act. Lord Ashburton said, "It was an accumulation of feelings, of events, all quite small in themselves, we felt the company would be better organized if we had a change of individual". In 1957, R. Horton had joined the company as an engineering trainee, at that time, beginning his steady rise through the organization. Through years, Horton proved to be adaptable and street smart. He transformed his image from a Brit reputation and americanized himself and became popular. When he was named CEO of standard oil, he showed the necessity for personnel cuts and was able to convince people about this strategy by persuading that even if it's bad for employees, it's good for the company. As he said, "I wanted employees to know that my mission was to help the company recover, not to go around smashing things up". During his tenure as CEO, he restored morale and kept it high even through extensive corporate change. He was named BP's CEO in 1889.
