Abstract
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".
