The transition to new leadership roles is critical for executives as it tests their strengths from day one, with the pressure to strategize, diagnose, delegate and communicate effectively. There is no one-size-fits-all approach to easy transitions that guarantees easy and successful leadership, leaders must have a deep understanding of the situation at hand and adapt to that reality. I am of the opinion that Mr. Akbar and his son have taken up management roles in the BP oil company so as to generate commitment from their staff and ensure an easy transition for all stakeholders, they can reflexively rely on the skills and strategies that have worked for them in the past. Assuming that the decision makers (human resource management) of the BP company must design an expected system of HR practices that they believe will lead to positive organizational outcomes after the acquisition of the oil company Akbar & Sons, they may be faced with a challenging situation for implement such practices in the company they took over. In various situations this involves a huge overhaul of existing systems, while in others it simply requires small changes. In both scenarios, the implementation challenge is not easily addressed because obstacles exist at both the institutional and individual levels. Implementing new HR systems is made difficult because managers tasked with executing these practices typically develop a comfort that comes from familiarity with behaviors and outcomes. . New practices threaten comfort because employees must learn new, unfamiliar behaviors with unknown effectiveness and consequently elicit resistance. Whereas this is an obstacle that BP oil management faces, there are also other challenges such as language… middle of paper… being ready to work in a new environment with different religious beliefs. BP Oil may have to change some policies to accommodate some of its employees in the Middle East as it has decided to retain all Akbar and Sons employees. References: Blau, F. D & Ferber, M. A (1992). The Economics of Women, Men, and Work (Englewood Cliffs, New Jersey). Feldman, M. S., & Rafaeli, A. (2002). Organizational routines as sources of connections and understandings. Journal of Management Studies, 39(3), 309-331. Priem, R.L. and J. Rosenstein (2000) “Is Organization Theory Obvious to Practitioners?” A test of an established theory', Organization Science,11(5) pp.509-524.Snell, S., & Dean, J. (1994). Integrated manufacturing and human resource management: The moderating effects of jobs and organizational inertia. Journal of the Academy of Management, 37: 1109-1140.