What Happens When You Ignore Culture, People, and Values
IN THE FALL OF 1995, I received a surprising letter from England from a long-time acquaintance of mine in Cleveland, Robert Horton. I had gotten to know Bob, who had then been CEO of British Petroleum’s North American operations, through the Cleveland United Way and other community activities. When he left that job and returned to England, he became chief executive of British Petroleum worldwide. Then I lost track of him.
Dated September 15, the letter began innocently enough: “Please forgive me writing to you out of the blue after all these years, but I wonder if I could explore a possibility with you.” Intrigued, I kept reading. Bob, who by then was chairman of British Rail, ...