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(MBA) B 716 B
MANAGEMENT: PERSPECTIVE AND PRACTICE
TUTOR MARKED ASSESSMENT –FALL 2018/2019 SEMESTER I
B 716 –B- – TMA 01- Fall 2018-2019 Semester I
Refer to PDF file Case Study:
Anadarko Petroleum Corporation:
Leading Transformational Change
The PDF attached case document is authorized for educator review use only by Saher El Annan, HE OTHER until November 2014.Permissions@hbsp.harvard.edu or 617.783.7860
QUESTIONS:
Question one (Up to 50% Marks): (1250 words +/- 10 %)
What was broken at Anadarko when James Hackett assumed the role of CEO? From a change management perspective, how would you prioritize the various challenges that needed attention and how would you have built a compelling case for change?
Note: Evidences of contextualization, connectivity, and understanding are very important, moreover, candidates should be aware that acritical thinking is a big part of marking his/her answer.
“For top marks you will need to show command of academic literature beyond the course material (including appropriate citation and referencing).”
Question 2 (Up to 50 % Marks): (1250 words +/- 10 %)
What leadership lessons and change management lessons do you take away from the experience of James Hackett at Anadarko? If you were Al Walker, what are some ways in which you could sustain the momentum for change?
Which aspects of Hackett’s legacy would you keep? What would you change?
Note: Evidences of contextualization, connectivity, and understanding are very important, moreover, candidates should be aware that acritical thinking is a big part of marking his/her answer.
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Synopsis
The case describes the transformation of the large independent oil and gas company, Anadarko. The company had fallen into bad times as a consequence of a host of environmental factors, as well as questionable strategic choices and ill-timed acquisitions. James Hackett was hired as the new CEO to transform the company. Te case discusses the major changes that he made during his tenure and the transition from Hackett to his handpicked
successor, Al Walker. It dwells on the era of Hackett more than Walker, and focuses on the manner in which Hackett engineered the key changes, his approach to leadership, and his inclusive transformational approach. Te case ends with some key challenges confronting Al Walker as he contemplates the changes he would have to make in both preserving the legacy of his mentor Hackett and addressing the challenges that confronted the company in 2017.
Case Objectives:
This case is ideally suited to discuss the intersection of strategy planning and strategy execution. It uses the framework of authentic leadership to explore both the decisions made as part of the transformation process, as well as the manner in which the transformation efforts were implemented. The authentic leader framework is particularly relevant and useful when paired with John Kotter’s transformational change model. Together, they provide a solid foundation that can be used to explore the transformation of Anadarko. The case provides several crucial lessons on the approach to picking the right strategy, energizing the implementers, and rallying external stakeholders to the cause. It has been extremely well received in both settings. It works really well in specialized courses/programs dealing with the oil and gas industry.
The specific objectives for the case are:
a. To explore the intersection between strategy formulation and strategy execution through the lens of authentic leadership.
b. To identify the paradoxes involved in planning and executing strategic transformations.
