On the night of April 20, 2010, a series of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. Gas in the Macondo well had jumped unexpectedly, causing a mixture of drilling mud and seawater spit uncontrollably in the air like a volcanic eruption. Eleven crew members died in the explosion. The nation mourns the loss, noting BP struggling to contain the damage to the environment. Million barrels of oil spilled into the Gulf of Mexico in the weeks that followed. The federal government is pressing BP to handle the aftermath of the accident, in part because officials do not have the expertise to stop the leak. Meanwhile, BP has downplayed its responsibility for failure. As the company has repeatedly failed to stop the spill, the public is angry. This industrial disaster became the largest oil spill off the coast of American history. Based on the research of the Presidential Commission, and numerous newspaper reports, if a detailed description of the facts giving rise to this catastrophic accident occurs. Readers discuss key that BP and its partners make decisions, as the well drilled. Discover the alternative options that could be made and learn about the disagreements that took place (and those who could not come to the surface). In addition, the case provides an opportunity to examine how the history of BP and organizational culture shaped how these decisions are made. The case describes how Tony Hayward and his predecessor, John Browne, led the company culture and the way the last two decades. Moreover, the case explains how the regulatory framework and the political forces in the form of decision-making in the oil industry. The case concludes with a discussion of the consequences of the accident, especially public relations gaffes that BP experienced while trying to manage the crisis.
by
Michael A. Roberto
Source: Ivey Publishing
19 pages.
Release Date: October 18, 2011. Prod #: W11366-PDF-ENG
BP and the Gulf of Solution Case of Mexico oil spill
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