This article presents some insights from ongoing implementation of BP’s Operating Management System (OMS) in Alaska. BP aspires to improve the way it operates and become a sector leader in personal safety, process safety, environmental management and operations excellence. In this paper, the OMS implementation is examined as a process of organizational change. One of the early stages of that process is to build understanding of the organizational change among those responsible for implementation. For that purpose a System Dynamics model and model based simulator were used. The article presents an overview of the model, which is based on established theories of transformation. Some simulation scenarios were examined to illustrate the results of various policies, and to test ideas thought to increase the probability of sustainable change. Implications for organizational learning are discussed.

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Date created

• 2008 July 20-2008 July 24

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

Part of

6cbae5a21467df4434abbc87da443217

Scope and Contents

Part of

ce498623f0349395d0a141a0525190a0

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives