Research Paper on:
Transformation at BP; A Case Study

Unformatted Sample Text from the Research Paper:
scale of the company and as such there was the need of the small groups to communicate and increase knowledge, the third was the value of interaction that occurred between  peers, and the last was that strategy alone for each business unit was not enough, the setting of target needed to be supported by the company as a holistic and  interdependent culture. When building on these we see not only a change in the structure and the systems, but also in the culture. There were many smaller moves aimed  at bringing these about. For example, the need to increase communications and also the shares culture was partly achieved by moving the different business leaders into single building, whereas prior  to this they have been in separate buildings which had reinforced the fragmented nature of the business units. This removed the psychological barriers and also created an environment where there  could be shared visions as well as shared knowledge. The use of peer groups also help increase the value of reviews, as seen tin the ideas, it was believed  that there would be a different process when this took place between peers rather than within a structured hierarchy. The ability to speak more freely and become more creative or  develop different criticism was more open, this also helped the information flow as well as create a culture of greater synergy and sharing. This was seen at top meeting level  at the top right down to peer challenge which was a part of the performance review procedures. The development of knowledge was also benefited by the group development program  where promising individuals were identified and the use of turtles, individual who would be assistant to major managers and follow them around for twelve months learning, created an increased transfer