Tag Archives: BP

crisis response, opinion and insights

Deepwater Horizon: The Video (poll)

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All crisis management pros and enthusiasts should take the time to watch the 20 minute video by BP, entitled BP:  A Year of Change. 

Regardless of whether the 2010 oil spill in the Gulf of Mexico turned you into a BP detractor, supporter or somewhere in-between, the video will likely spur some opinions, questions and debate.  Was producing this video a wise move by BP?  Does it put the crisis – and the crisis response – into context?  Does it misrepresent any of the events or actions?

I have offered my opinions on the Deepwater Horizon situation in the past and I certainly have my opinions on this video.  However, I’m more interested in generating dialogue and debate through this blog post. 

Please take the poll and use the comments section below to share your thoughts after watching the video.

 
 

 

crisis response, opinion and insights

Preliminary lessons from the gulf oil spill

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Provided by Deepwater Horizon Response's photostream (Flickr)

I don’t like to “rate” crisis responses as they’re unfolding, but I suppose you could glean lessons from the 4th inning of a baseball game when they’re evident.  Thus, I decided to join the opinionated crowd by responding to a question posed on a LinkedIn PR News Group discussion on “What are the top 3 crisis management lessons you’ve learned from the BP oil spill?”

Here are expansions from my short replies, with links that help round-out perspectives.

 

1) Companies that take great business risks must have a commensurate risk management system when things go ker-plewy.It’s easy to criticize BP, if you enjoy fishing out of a barrel.  BP is the designated “responsible party” among all responders of the Joint Incident Command, and as such, the lead butt to kick.  BP also has a history of mishaps and mammoth profits that make many uncomfortable.  Their executives have certainly made some blunders…even before the spill.  (Describing risk calculations in “three little pigs” terminology is colossally stupid, and the company’s oil spill response plans were based on unrealistic data.)

Of course, several parties were pushing limits to get oil out of the deep sea bed, without the equal attention to the safety net required in taking such risks.  Learning nothing from White Star, this was akin to not having enough lifeboats on the Titanic.  Those involved include BP, Transocean, Halliburton and the government’s formerly-named Minerals Management Service.  More analysis is required to untangle the blame.

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