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MBA, Ph.D in Management
Harvard university
Feb-1997 - Aug-2003
Professor
Strayer University
Jan-2007 - Present
CASE APPLICATION 2 When all is said and done, it’s likely to be one of the worst environmental disasters, if
not the worst, in U.S. history.79 British Petroleum’s (BP) Deepwater Horizon offshore
rig in the Gulf of Mexico exploded in a ball of flames on April 20, 2010, killing 11
employees. This initial tragedy set in motion frantic efforts to stop the flow of oil,
followed by along and arduous cleanup process. Although the impacts of the explo-
sion and oil spill were felt most intensely by businesses and residents along the coast
and by coastal wildlife, those of us inland who watched the disaster unfold were also
stunned and dismayed by what we saw happening. What led to this disaster, and what
should BP do to minimize the likelihood of it ever happening again? One thing that has come to light in the disaster investigation is that it’s no sur-
prise that something like this happened. After Hurricane Dennis blew through in July
2005, a passing ship was shocked to see BP’s new massive $1 billion Thunder Horse
oil platform “listing precariously to one side, looking for all the world as if it were
about to sink.” Thunder Horse “was meant to be the company’s crowning glory, the
embodiment of its bold gamble to outpace its competitors in finding and exploiting
the vast reserves of oil beneath the waters of the gulf.” But the problems with this rig
soon became evident. A valve installed backwards caused it to flood during the hur—
ricane even before any oil had been pumped. Other problems included a welding job
so shoddy that it left underwater pipelines brittle and full of cracks. “The problems
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