BP: Board gaggle or giggle?

If there ever was a case that demonstrates what ails 21st century boards still stuck in the 20th century, then the naming of Robert Dudley as worldwide CEO of BP more than qualifies. Here's why:

1.) While Dudley deserves major credit for leading during the worst ever corporate disaster in U.S. history, his tenure will be marked by the same legacy culture that gave rise to the current role. Dudley worked for Hayward, which means he's inextricably linked to previous strategy. That never leads to innovative change yet somehow boards have convinced themselves that it does. The primary saving grace seems to be BP's solid financial performance globally minus huge losses mounting in North America.

2.) Boards under pressure never make good leadership decisions. While they may think Dudley is the right answer for right now, the fact that the board hasn't been transparent or even visible in the remotest way will continue to leave lasting questions about what they signed off on under Hayward. Those questions, combined with no sign of shared vision and values, means more of the same until Dudley can re-position the brand. That process will take infinitely longer than if an outsider came in to mix things up in what amounts to a complete repuational rebuild.

If Dudley is cagey on governance, he'll move quickly to consolidate his power and replace a few board members with stronger, more crisis-proven leaders from within industry. Surely there must be a few out there somewhere who would be willing to serve in a new regime?

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