An inspirational memoir from a visionary leader. Once a lacklustre organisation, BP became one of the world's biggest, most successful, and most admired companies in the new millennium. John Browne, the company's CEO for 12 years, invented the oil 'supermajor' and led the way on issues such as climate change, human rights and transparency. In Beyond Business, Browne brings to life what he learnt about leadership in a tough industry. His story encompasses the insights gained as he transformed a national company, challenged an entire industry, and prompted political and business leaders to change. He takes us across the world on adventures that include going toe-to-toe with both tyrants and elected leaders, and involve engineering feats which in many ways rival those of going to the moon. And he shares his views on the true purpose of business and the leadership needed to tackle the grand challenges of our era. It is also a story of failure and human frailty as Browne reveals how his private and public lives collided at frightening speed in full view of the world, prompting his abrupt resignation as CEO of BP. A rich memoir, Beyond Business is a must for anyone searching for a refreshing, inspirational and human view of business and leadership.
I once thought my Eastern European blood might have helped, but now I doubt it. Powerful people, like Putin and the oligarchs, engage with other people not because they have titles, or are nice, but because they could be useful to them.
To be useful you need to bring resources or help them in one way or another. It might be with advice on their economy, or it might be on how they stand on the world stage. It has to be something that no one else can give them, something that gives them the edge. People like Putin invest time in those who they think have a future. If you happen to be one of those people you will be welcome.
- john borwne
Leaders “must contemplate the particular in terms of the general, and touch abstract and concrete in the same flight of thought”. 9 Leaders must not reject abstract thought in business in favour of purely concrete actions. Both are needed, not least to develop a rigorous strategy to fulfil the purpose of a company. Let me suggest four areas for leaders to focus on: setting direction, bringing people with them, establishing boundaries to actions, and creating powerful constituencies. First, leaders must be very clear about what they want to achieve, how they will go about getting there and the risks involved. They need to define their path and themselves, not in contrast or comparison to others, but as who they really are. They have to understand, accept and harness the personal risks associated in taking a specific direction by having the right degree of self-confidence but not arrogance. Being a leader is more risky than most people imagine since an effective leader takes full responsibility for the consequences of his or her decisions. Perhaps this explains why we have such a lack of leadership in both business and politics globally.
- john borwne
Today, oil and gas reserves are in the hands of a small group of nations, several of which are considered politically unstable or have testy relationships with large consuming countries. Eighty per cent of the world’s remaining proven oil reserves are located in three regions only: Africa, Russia and the Caspian, and the Persian Gulf. And more than 50 per cent of the world’s remaining proven gas reserves exist in three countries alone: Russia, Iran and Qatar.