Organizational transformation at BP: an interview with chairman and CEO Robert Horton.

Robert Horton became Chairman and Chief Executive Officer of British Petroleum (BP) in March, 1990. Prior to that, Horton launched "Project 1990," a study to consider a major organizational transformation of his company. (See Exhibit 1) Project 1990 was rich in human resource (HR) initiatives:

Culture change is serious business at BP. As Horton has stated: The process of cultural change throughout BP is not just about change; it's about how we bring about that change and harness it to the achievement of our objectives. The change process is actively championed by the Chairman who has taken the lead in culture change workshops that are educational in nature. The goals have been to understand the nature of the old as well as the present culture, and to commit to a new BP culture founded on essential behaviors that has been given the label "OPEN" (Open Thinking, Personal Impact, Empowering, and Networking). A core group of culture change advisors and trainers are working throughout the corporation to assist the businesses in their culture change programs.

BP has a substantial commitment to HR strategy. A team of three professionals work with the V.P. for Human Resources in conceptualizing HR programs and policies including culture change, vision and values, and essential behaviors. This team works closely with the BP Corporate Strategy Team to ensure that BP strategy includes appropriate consideration of HR issues.

BP's Individual Development Program (IDP) is a good example of Commitment to HR values. BP established this program more than 15 years ago to provide for the career development and training of a selected group of high potential staff. The program has remained privileged; those selected received careful senior management consideration. The program is designed to ensure corporate resources for its most senior positions. It involves persons whose career development requires a more pluralistic approach, and seeks to provide a source of personnel who are able to operate in senior, general management positions. The programs includes personal development program planning, mentorship, job rotation, internal and external education experiences, and, in some cases, external job postings. There are currently 182 staff members in the program.