Part of one of the world’s largest energy companies, BP’s Refining & Marketing organization (R&M) was concerned about its readiness to launch a new enterprise management system, particularly with the complex and inconsistent processes across its global business units. Adopting the theme of “Process Excellence,” BP selected Pivotal to help plan and deploy an improvement effort. Working closely with a UK-based team, we delivered BP-tailored continuous improvement and change management training for all levels of the organization, and provided direct consulting for a number of high-profile change initiatives—including in customer support, finance, logistics and IT units—in Europe, Asia and North America.
Our consultants advised R&M leaders on integrating continuous improvement into the culture and leadership practices. We also helped drive alignment of improvement methods and training across the enterprise, and provided the model and tools for Green and Black Belt certification. With our support, BP staff took over training and coaching capability.
- The initial three years of Process Excellence yielded a cumulative financial benefit of $1.3 billion, with over 500% return on investment.
- Ownership of Continuous Improvement was embedded in mainstream businesses, with a global network helping align and coordinate ongoing efforts.