A Leggate Up

For five years, BP CIO John Leggate has managed people and IT systems in concert with his CEO's acquisition-hungry strategy. His mantra: Integrate always, outsource often, and make technology pay - or don't make it at all.

BP Vital Statistics

Headquarters: London

History: Anglo-Persian Oil was formed in 1909 by English adventurer William D'Arcy and Burmah Oil, and was the first company to strike oil in the Middle East. The British government took a 51 percent stake in 1914. In the United States, Amoco emerged from Standard Oil Trust, organized by John D Rockefeller in 1882. Anglo-Persian took the name British Petroleum in 1954. The English company merged with Amoco in 1998, forming BP Amoco, creating a new oil giant that agreed the next year to buy US-based Atlantic Richfield. Known as BP since 2000

Sales in 2003: $318 billion

Employees: 100,000 in more than 100 countries

IT spending: $2.3 billion per year

A Gusher of Mergers

In August 1998, with the energy industry reeling from a sharp drop in oil prices, British Petroleum's CEO made a daring move. John P Browne, the cigar-puffing, Cambridge-educated chief executive, took over Chicago-based Amoco in a deal worth $70 billion, turning his midsize British company into one of the world's energy giants, in a league with Royal Dutch/Shell and number-one Exxon Mobil. Browne promised that he would slash $2.7 billion a year from expenses - and that half a billion would come from IT, where he saw cost-cutting opportunities from overlapping staffs and systems. The acquisition set off a wave of industry consolidation as business magazines compared Browne to General Electric's then-CEO Jack Welch.

Amoco was the first of several high-profile deals for Browne, who had taken BP's helm in 1995 after heading its exploration unit. He had watched as British Petroleum, which ranked 27th in the Global 500 in 1996, had become dependent on maturing fields in Alaska and the North Sea. With a limited world supply of oil and gas reserves, Browne saw little alternative to growing BP except through acquisition.

So the MA action began. After Amoco came BP's $36.2 billion purchase of US-based Atlantic Richfield in 1999; $6.3 billion to snap up British lubricant company Burmah Castrol in 2000; and a $5.4 billion takeover of Germany's Veba Oel. In August 2003, with BP ranked fifth in the Global 500, Browne invested $10.9 billion in Russian oil giant TNK, created during the Soviet Union's collapse.

IT has long been central to Browne's thinking - his commitment to IT outsourcing is cited in a business school case study and he's been an Intel director since 1997. But the idea that IT could enable BP's growth appeared to crystallize during this entrepreneurial surge. At Oxford University in 2001, he said: "It was only really two or three years ago that we started to see IT as a set of integrated technologies with a real business potential." Browne added that he sees IT "not just as a service function . . . but as an activity which could change the nature of the business itself. We think of this area as digital business - an activity which allows us to focus on the benefits that the business and technology can bring in combination."

As Browne set his philosophy in motion, a problem came up: BP needed a new CIO.

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Enter John Leggate

The CIO job at BP opened up in 1998, during the dotcom frenzy. John Cross, Browne's IT chief and a 23-year BP veteran, was leaving to join an Internet venture. Browne knew he needed a CIO with a deep knowledge of his company's philosophy, a willingness to launch a massive systems integration project while cutting costs wherever possible and, most of all, someone as daring as himself.

Enter John Leggate, fresh from a year as president of BP's Azerbaijan operations, where he had been part of a team negotiating a multibillion-dollar pipeline deal across the Caucasus Mountains - a project that inspired the James Bond movie The World Is Not Enough. An engineer by training, with no specific IT experience, the ebullient Scotsman had built nuclear power plants before joining BP, and then run North Sea oil rigs. He had even revamped the company's HR department but had never implemented an ERP system or negotiated an IT outsourcing deal. Leggate, however, had built a reputation as a tough manager not afraid to cut costs and invest in technology to boost productivity. Browne admired Leggate's work in the North Sea and Azerbaijan and made him CIO in January of 1999, just as the BP-Amoco deal was closing.

So began a partnership that's lasted five years and counting. It's a relationship in which the CIO embodies the CEO's philosophy. Leggate has responded to the challenge by acting decisively as a cost-cutter in mergers; as a risk-taker in trying out new Internet and wireless technologies; and as a pragmatist in seeking payback for those investments. All the while, Leggate, part of BP's senior leadership team, has pushed hard for top executives to consider IT's importance to BP's vision.

In action, that means that during the Amoco merger Leggate and his group - dubbed the digital business team - quickly found duplication within BP and Amoco's IT departments and slashed redundant jobs and programs (BP declines to give a specific count). The team has worked non-stop at integrating processes and systems while outsourcing dozens of key IT services. And for Leggate's part, since the start of the year, he has personally assured Browne and other top managers that BP's $2.3 billion IT budget is spent in areas that will bring maximum return.

In a profession where an average tenure is four years and nine months, Leggate's five years as BP's CIO provides lessons in managing up, in leading by example and in keeping a focus on corporate goals. For starters, it helps to be driven. Leggate, like his boss, says he likes to do things ahead of competitors. He says that BP is a first-mover because "it's in the genes", adding that "time and time again, it is shown there are no prizes for coming in second".

Drilling for Savings

BP's headquarters, a stone's throw from Buckingham Palace, faces Saint James's Square, one of London's oldest and most prestigious addresses. Dukes and earls populated the square in the early 18th century and both Generals Eisenhower and de Gaulle made their World War II headquarters here. Inside BP's offices, however, all remnants of England's history are replaced by its ultramodern, open floor-plan architecture. Earnest looking, nattily dressed executives scurry up and down curved stairways that lead to floors of clutter-free desks, surrounded by small, glass-panelled offices. At the top of the open stairwell lie the executive suites of Browne, who was knighted in 1998 and has since been known as Lord Browne of Madingley. A few floors below, Leggate (who recently was named a Commander of the British Empire, one step below knighthood) works at a laptop in his spare office.

Dressed in a crisp dark suit and bright blue tie, Leggate likes to talk about his interest in technology and BP's accomplishments but is self-effacing and vague when asked about his own background. "It's not about me, it's about what my team has done," he says in his lilting Scottish accent.

This much he'll confirm: Leggate got his start in the energy field constructing nuclear power plants before joining British Petroleum in 1979. At BP, he made his name as an executive who could take on a problem and quickly produce results. "The CIO job came as a complete surprise," says Leggate. "I have a wide range of experiences, which allows me to interact with the businesses and relate to and understand their challenges not as an outsider, but as someone who's done it himself. That's a great selling point for a CIO."

Leggate was surprised to be a CIO candidate, but unbeknownst to him, his predecessor had eyed him as a possible successor. When John Cross left BP in 1998 to form his own Internet consultancy, the company considered a broad search. Cross remembered Leggate's interest in technology and says he was particularly struck by Leggate's work running an ageing North Sea oilfield. Leggate needed to slash costs, but instead of cutting across the board, he decided to boost spending in technology designed to help automate the drilling process. The result: a more automated oilfield that continued to produce crude and revenue. "John was always proactive in deploying technology," Cross says. When asked about his IT investments while working on oil and gas fields, Leggate says: "I used to bet on technology even in a down market."

Cross proposed Leggate's name to Browne, who approved it over the objections of a couple of managers who baulked at losing one of their top executives. On a trip back to London from Azerbaijan, Leggate met with Browne and accepted the CIO job just as the company was starting the Amoco merger. "I have a good track record of bringing things together," Leggate says, theorizing on why he was chosen for the job. "I'm good at driving base costs, finding value and making the whole thing work." To the point: BP was using 10,000 software applications across the company when he became CIO. Within a year, they had scrapped 3000 and hired outside contractors to manage another 5000.

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Drilling the BP Way into Amoco

As Leggate stepped in as CIO in January 1999, he faced the overwhelming challenge of integrating conservative, Chicago-based Amoco's massive IT operations into BP, which had been on an outsourcing binge since the early 90s and had already consolidated dozens of data centres and outsourced much of its help desk and application support work. By contrast, Amoco built systems in-house, and IT staffers feared losing their jobs. Leggate began working with Phiroz Darukhanavala, then vice president for IT merger integration and soon to become the company's CTO and the hands-on leader of the integration efforts, and set out to identify overlaps in the IT departments. Leggate and Darukhanavala (known as "Daru") say they learned from the Amoco merger the importance of spelling out the "rules of engagement" to designate who will create the integration plan. In the Amoco case, BP ultimately stepped in and imposed its will on Amoco, standardizing desktops on a BP operating environment and scrapping much of Amoco's in-house IT systems, keeping only Amoco's SAP platform for US operations.

"You have to make it crystal clear who is in charge when you are integrating two companies' systems," says Daru, who is based in the US. "There are no right or wrong answers, but you need to make a call, or you will be arguing for years."

Leggate was given 24 months to find his half-billion dollars in savings, but it took only 11. "They clearly decimated Amoco," Cross says, noting that Leggate effectively imposed BP's agenda to outsource wherever possible and trim IT staff at Amoco and subsequent acquisitions. After his early success in cutting costs, Leggate's colleagues gave him the nickname "Shiny Brain", a moniker that also refers to his immaculately shaved head.

The integration tasks remain a major concern for Leggate's team. With more than 100 ERP systems and dozens of payroll systems, BP continues to work its way through a morass of back-office integration. With merged companies, Daru says, "We always focus on getting employees connected first so that from day one people can communicate with anyone in the company with merged networks and e-mail. But in all these mergers, the back-office stuff was untidy. It will be a matter of years before it is all cleaned up."

Today, BP is working to consolidate more than 400 data centres and server farms around the world, with plans to reduce the number to "a handful" in the coming few years.

The emphasis on outsourcing is by design. Leggate is pursuing BP's pioneering strategy, which dates to the early 90s when Browne and Cross sought a competitive advantage through efficient ways of buying IT services. BP still outsources on a large scale, with everything from telecoms, application development, data centres and help desk provided by vendors. The company took the model further in 1999 when it outsourced HR back-office processes to the Internet company Exult in a $800 million deal that transferred most US and UK human resource services to a Web portal.

When the strategy began, outsourcing drastically cut BP's IT budget and headcount. In BP's exploration unit (then led by Browne), outsourcing drove an IT budget drop from $486 million in 1989 to $178 million in 1995.

Now, Leggate says, the company has moderated the pace of outsourcing. Both Daru and Leggate say BP has learned to limit outsourcing contracts to three years and to avoid forcing alliances between outside vendors. In November 1999, BP made a $880 million bet to outsource telecom services to WorldCom, before its 2002 accounting fraud scandal was exposed. "Instability in that market has caused us to diversify our buying portfolio, to spread our risk," Leggate says.

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