Integrated Supply and Trading (IST) was a highly successful business within the BP corporation. Their culture was entrepreneurial. Staff were driven, smart and young (compared to other businesses), often working under pressure with high risk and high reward. The London office housed traders alongside mid- and back-office functions.
Social, cultural and organisational differences between individuals and groups were fragmenting the culture. Though people were highly interdependent, under high takes this became demanding rather than collaborative, thoughtless and at times disrespectful. Relationships were eroding, and these divisions and their impact were becoming increasingly obvious.
Various local and corporate initiatives were under way to develop a more inclusive culture, and the leadership team took this seriously. They wanted to invest in creating a culture which was based on mutual respect and which allowed everyone to thrive without losing the edge that led to commercially astute business behaviours. The corporate Diversity and Inclusion team had recommended a programme called Mutual Mentoring, but after six months the leadership felt that the potential of what seemed like a good idea had not been met. I was working in the organisation on other initiatives and was commissioned to further develop the Mutual Mentoring programme and help to fulfil its potential.