BP & EMI - more in common than random letters of the alphabet

David Ferrabee — Sun, 14 Jan 2007 18:22:00 GMT

I usually try to avoid writing about specific companies. Not least when I know the companies. And I know great people at both of these places. And they are equally, but different, iconic British companies.

Lord Browne of Madingley was said to be the greatest businessman outside the US by Fortune magazine. (Seriously, what kind of a category is that?!)

So what do they have in common?

Well, they're both getting the stuffing kicked out of them this weekend of January 13-14, 2007. And it looks set to continue.

But more importantly they both have business issues that are broadly "people issues". Both needing the kind of help we've seen others get successfully: help connecting people to what the business is trying to do... managing change... adapting to it... making the most of it.

Let's start with EMI.

The business has been popular for analysts to kick around. One of those companies that grumpy people point to as a sign of some malaise.

But it's actually a brilliant business with a really rich history that most of us can relate to. The difficulty is that it is a collection of smaller businesses. Each label has it's own management. It's own back office functions.

There are many arguments for this: keeping entrepreneurial culture, focus on service and the small company ethic... But let's be honest. That's got to be a bit of an anachronism these days. There is so much to argue for bringing things together. Not least the professionalism of the service.

And what about a company run by music fans. Isn't that a bit like a train company run by trainspotters? The business is changing. It's not about AOR and talent spotting anymore. It's about MySpace and downloads. But that doesn't mean it's not got legs.

The people who work at EMI need to learn to adapt to a changing environment. They're still doing the same stuff. They just need to know how to do it in different ways.

BP is the same... but different.

The papers say everyone knows they need a "cultural change that will run through the group."

Just as many business journalists talked about Browne as a rock star for many years, they were equally able to turn around and declare him a liability with stunning speed. In the media opinions are contagious.

The common issue that EMI and BP share is that markets and marketing are catching up with them. Their markets are changing. People in key business areas are making greater demands. The media is pointing them out as wounded antelope.

And they also find themselves behind the eight ball on a marketing front. They cannot convince skeptics that they are anything other than in a defensive position. And all their attempts to turn that around are hampered by the perception.

Finally, you have to ask yourself where this comes from. How does a business get itself into this position? And how does a business turn things around?

Your people.

I know my view is too simple for many. But it helps that it's most often true.

/df

Change & Internal Communications : Internal communications, Leadership, New business, marketing, selling, Culture, Strategy

BP & EMI - more in common than random letters of the alphabet