To enhance
organizational capability,
BP reduced or removed
central functions, and business
units were empowered to chose
their own routes to implement
changes.
The units aim at accomplishing the
overall strategy of BP, but enjoy complete autonomy in their operations.
They are free to develop their own
processes and solutions according to their local requirements.
In order to integrate the efforts of
the business units engaged in the same business activities, they were organized
into peer groups.
They met periodically to discuss the
performance of their businesses.
The purpose of the reorganization
was to facilitate knowledge sharing and
build synergies,
i.e. to exchange knowledge and synergize creative capabilities and expertise of
the employees working in different business units of BP.