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 ways? Was it successful or unsuccessful? How? Before Horton's arrival as CEO in 1990, British Petroleum had elaborated a strategy of diversification, in order to generate other sources of profits. BP has invested money generated by some high profit segments into new areas in order to develop new markets. However, this strategy of diversification had worked only for a small time before the oil industry started to decline. More than an economical problem, the company experienced important difficulties linked to People management. This caused a total disorganization within the company and had a negative impact on their productivity. In order to face those problems, Robert Horton was named CEO of BP. Horton, is a charismatic British leader who has the reputation of being feared, trusted and respected.
