The paper "Triggers and the Drivers of the Oil Spill Change" Is a great example of a Management Case Study. In a generic sense, British Petroleum (BP) can be perceived as a British multinational company specializing in gas and oil and headquartered in London. Based on the 2012 revenues, this firm has been rated as being the third-largest energy company and the fifth largest firm in the world. Its major occupations in the oil and gas industry include exploration and production, refining, eventual marketing and distribution, power generation, petrochemicals as well as trading.
Through the activities aforementioned above, BP has been credited of providing its consumers with adequate fuel for transportation purposes, energy for heating and lighting, lubricants as well as petrochemicals products which are core in the manufacture of day to day items which include but not limited to clothes, paints, and packaging (BP Website, 1). This company has in the recent past attracted extensive attention which emanated from its offshore drilling activities for oil in the Gulf of Mexico. This phenomenon which resulted in oil leakage and the spill has been attributed to a series of poor decisions by ununiformed staff which culminated in an explosion that killed 11 workers and led to billions of barrels of oil spurting into the gulf by a preliminary report (Jackson, 1).
The subsequent implications exemplify diverse unintended and interrelated processes of change with far reaching impacts and effects. The relevance of this report is it will provide a formidable framework through which diverse organizations in different industries can manage change which is caused by unforeseen circumstances. Towards this end, this report is purposed towards investigating how BP managed the change process after the oil spill and leakage phenomenon which threatened the viability of its operations around the world.
The generic outline of this report is that it entails an introductory part and a body section. In the body, there is a comprehensive analysis of the causes, triggers and the drivers of the oil spill change, BP’ s strategic position and competitiveness, implications and needed change, emergent change processes as well as an evaluation of the oil spill impact. This is succeeded by a conclusion which entails the changing pattern. Analysis of the causes, triggers and the drivers of the oil spill change In regard to the causes and triggers, a report by BBC (1) revealed that the primary cause of this disaster was that the companies which were engaged in the activities in the Gulf of Mexico made decisions which were aimed at cutting down the cost of production as well as saving time which made a great contribution to the disaster in terms of increasing the level of risk.
In this case, it has been revealed that BP failed to institute adequate controls aimed at ensuring that the main decisions in the months preceding the blow-out were not only safe but also sound from an engineering viewpoint. Jackson (1) cited that one of the most significant of these decisions that triggered the oil spill was the one to continue to the temporary abandonment of the well as instigating the displacement of the heavy drilling mud with seawater which was much lighter.
Additionally, the failure to conduct a proper test as well as the cement which was put into the utility in sealing the bottom of the oil have also been alluded as being the primary causes of this disaster.
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Jackson, Elizabeth. Report finds bad decisions behind BP spill. 21st Nov. 2010. Web. 13th May,
KPMG International Cooperative. After the Gulf of Mexico Oil Spill: Recent developments in
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13th May, 2013. (http://www.energy-daily.com/reports/US_plans_16_billion_Gulf_spill_settlement_with_BP_report_999.html)