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voTMie fit4fN itny is
«**e* ««m
NICE GOING. SUCK
I'm not what you'd caW a bumper sticker
I kind of guy. I'm pretty long winded (try to
i contain your surprise) and I rarefy find a
sticker that says what I want to say enough
to slap it on my car. Also. most just aren’t
that funny, fve wen a few that I like, though.
"Buckie Up— It'll flake ft Harder for the Atiem
to Suck You Out of Your Car.* "What If the
Hokey-Pokey Realty It What It's All About’"
"tthuthu in ?004 -Why Choose the f ester of
i; Two fvihr
If I had to pick one. however, I think
it'd be the sticker that reads: "If You're Not
Outraged, You’re Not Paying Attention ’
Outrage if good in small doses. It keeps us
sharp, keeps us wary. Too much of it and
you end up watching Glenn Beck or Keith
Olbe«man« every night, so you need to set
some tiwrtts—a good Jon Stewart le^ level
of seething, perhaps, with some slretchtng
behuehend and heguent breaks.
I generally try to avoid political books in
an effort to mamtain a cap on my outrage
and lean more toward
pop culture, novels and
biographies, stuff that
entertains or amuses
or touches me in some
way But sometimes
you ve just gefc to jump
mto « bonk that you
know H gorog t© pns
you off. is like eating
Thai food you know
*Ts gonna hurt, but you
have to h#m it.
Met* C. Steffy s
i new 90w jawwwy “
ON. IP ewd (hr BerAfesi
PWtedf a/ fhpflf
iWcGrawfhU JOtt)
hurts on many levels
The story of last year's
wtpfexm* aboard the ml
<sg Deepwater Henaon.
| which mantled e It
deaths and the biggest eevwtmmental trips
M hHtury and the cortwtate malfeasance and
wgleet that Wd up t» W wAI make you ward
to fwWi WHr fr UWI AHW PWH IWB
Hayward, eheeever they are. and smack them
around erth the wens. Thai the .fibster was
the mevsiaiie <ewdt «f ceet-cuttwg, neglect
| and tiden Asregard Aw safely w4 team as
^p pe tw w wwp iwr wwry
What wcewses * the dfcradet of turh abuses
! by the Awm*r IntHA hrti'devm and ds utter
m*mM la edabtn* a ttdtwre «f mMy and
M€ountab>iity
f Mw<4 i* m ****
UdA a seperte* Aw the eaustigw Ckmmm
> speMa^rmg m erf mduslry ******. dyfWy
strtbes a tkaet cenciye tone e*w« wMfw|
; the h*tM*y of BP Mwe v-■*■• '* • f-^gs at m
| Angle Mndn tht imp**** m :;fCW through
[ W» ftumwe t^MBes. Bet he «ne«m eB a
I WwjHham yee-me there- fewnetbuef he
i tMes you through chews and sw^w m
| board Wm geegfw iter dew»'is»^ , d an 4m^m
i #Mde» et a BP wPuuny kb Am*« €% ?haf
i staueed II Shmc IW-s. yde $****?. f •eeuii'Y
; aware en$t I tul the book «rh4e ta-^A
] togerfire had Mr »he tkpwN' dksesfeA the ipw-
t feac? hm seeejokeweef ageseMm^ As ^haf pert
v .4 #<*»;.♦.* %r'^“gnd bb #k-w resp^^se
| wet a* wsae so- Wamv' Be the w.epe d the#
ekghtwwe es ^s# eesiiit ?pvpd--
B»»- «se tew* we 4Mph'h .#» brvisth asd'-ecewm
seedy derated hwm ?he p»ve*«r*nw'**
investment that had made it vital te the
British war effort in World Wan I and II.
came under the leadership of John Browne,
who applied business models he learned at
Stanford to turn the company into the most
successful British venture since the Admiralty.
Through a canny combination of mergers and
acquisitions, including swallowing oil giants
Amoco and Arco. and l PR coup m becom
ing the first major oil company to publicly
embrace and finance alternative energy
research. Browne managed to position BP
as. incredibly both ambitious ami "green."
The result created unprecedented wealth and
opportunity for the company, turning it from
the smallest of the "Seven Sisters" to the
third largest, with its sights trained on wgurr
mg the formidable Shell.
Browne's master plan had two devastating
flaws, however. One was a corporate structure
that compartmentalized the company into
smaller, autonomous units with rotating man
agars (a structure that Browne learned from
the same consultants
who advised fnron). The
other was a» inflexibtf
polity of fceepmq over
head as low as possible
mi order to maahmze
profits The result was a
corporate philosophy of
cost cutting left m the
hands of c ompany men
with little evpertante
in the actual work of
oil driUiog, whmng o#
trampnrtatxon Up to
date safety measures
and the replace**** of
faedrties and egw*pnwnt
_ ... . *-»- M . . ,>•
JNjrti <c*r*t*pws fMH*
strained beyond then
limits we*e sacrificed in
favor e# the bottom tine,
wsth disastrous results
Aar If operations m the
Berth Wa Alaska, Tewas #wd. hoa&* the
GtM of Bemro
MIeMng the fatal eeplosmn in te*as
CWp coupled wrth a personal scandal Brown*
erttred eerty tumhig AH chasr oue» ye com
x aiu. as »w T iim. kdd -«-■- — t i-i~d ^ iyme ^ snunnrtv#
■ '*pRrt *e-• jprdtSi’*" - ■ •eWe
te adopt the cuttwm of safety brown* had
neglectedL but Irttd to do d whde m#«ta»n«ig
id's pro#B margin during the tudMeo^ M the
oml-JOOlH pd market fh*s Bustirtei r-iiiv
ronrong theme hr < S*fffy ? s book, id's «t*y
•ritHh attempts «l leformmg Bs cuttuee mBh-
we* changing penemnet. UMde to shake Bs
*hwee H money* mantra e» iaww of safety hum
the bottom up < as even team* manage* t«r do
soj. Id end g* partner companies eherte net
U implwmertt the Mpt M rastly port aw-
f mm that wmdd have preverdml rts greatest
tnumpn the Beromio wed hem *ro*i«g the
Bartaen. klSMm| 11 people and irtbflfdmi he*»«r
m rh* ttueydem a# the Guff and the MNefs-
smods of mdtswm %# years to gem*. In the
end- if saved Bad a matse* dodars and -ted
bdftew* d PoBars amt countless !j$uev
b | ww w, ^yf. m m an mdH|gaiyAbAh Pom* M
aoyame seehlHg to maen mm* me
emdmwmbdid tragedy ed a < mav^idry tei*
A* my maaiMg •, of ^vh*sr.?y hiding
«* fhed Adum I? muts,
mb d eue.' Jr! tn.' i au*
-eg* H pm*$
Mm B BOdhm
