Changement transformationnel à la British Petroleum - un objectif, deux leaders

With reference to the case Transformational Change at BP, we go to evaluate the importance of leadership in the management of transformational change.
During a second time, we go to answer at the following question : To what extent was the process of change adopted by BP consistent with theories of change management ?
At finish, we will Give examples of environmental forces for change that are likely to affect, significantly, the way organisations operate in ten years time.

Before Robert Horton took place as CEO and Chairman of british petroleum (BP) in 1990, the company's situation was difficult in term of the lack of clearness of mission and strategic within 150 top managers surveyed at the beginning of 1989. This survey left in evidence the managers felling in relation to the company's structure obstructed collaboration and operational flexibility within different business (White 1992).