Deepwater Horizon Spill case study

After research reports have been printed it has been shown that the odds of the accident occurring due to natural reasons and technical eventualities were very low (Hoffman & Devereaux, 2011, p. The problem was at the heart of the management team and coordination of the production process amongst the project teams. The former CEO Tony Hayward proved inept in overseeing the designing of Macondo well. It was until the accident occurred that the inner flaws of the company and the work culture of BP Deepwater Horizon Oil were revealed. To start with, there was a marked lack of leadership when it was most needed. From the leadership side, feasibility studies of assessing the risks associated were not properly done. Even after encountering analogous data, the team leaders were not prepared to share with each other their findings.