Mixing Oil and Water

The worst fear of any company (besides going broke) is a mistake that catches the attention of the media.

BP's worst nightmare came vividly to life with the explosion of its deep sea drilling platform in April, the tragic death of onboard workers, and months of oil gushing into the ocean waters.

Despite the fact that we're all to blame because of our addiction to fossil fuels, BP instantly became the villain, cursed in every government chamber and around every watercooler.

From a media management point of view, could or should the company have done something different?  Yes, on two counts.

First (and sorry to state the obvious): it should have thought through the potential downside of cutting corners in its maintenance operations, always a media risk -- not to mention a risk of lives, risk to the environment, etc.).

Second, it should have recognized earlier that fixing the problems was the only alternative  (Toyota has the same issues with its acceleration and safety issues in the Prius and other models).

Between President Obama's insistent, even bullying approach, the outcry of regional business owners, and the unrelenting attention of the media, BP had no choice but to stay the course until the problem was solved.  Now, it seems, all's well that ends well.  They kept at it and it appears the oil is stopped.

But sorry, BP: it's not over till it's over.  Now it'll be the damage claims of the businesses, then hearings in Congress about the safety shortcuts. 

The BP "reputation management program" will consist of working through all the aftershocks, just as Exxon did.  There may be no end.  But there will be reward for patience in just doing the right things.  That's the only way out.