Businesses have plans for everything: sales (in one-, three-, and five-year projections), mergers, acquisitions, R&D, doomsdays and glory days, and just about every eventuality in between. Indeed, the only plan that’s missing, it often seems, is the one for things as they actually happen.
Let’s take BP as an example. The British-based petroleum giant definitely had a plan for what to do if a wellhead blew in the Gulf of Mexico. In fact, it had two of them: a 582-page regional spill plan for the Gulf generally and a 52-page plan specific to the Deepwater Horizon site. But as became painfully evident in the weeks after the fatal April 20, 2010, explosion at the Deepwater rig, both plans ...
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