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Abstract
When Mobil first adopted the Balanced Scorecard in 1995, its North American Marketing and Refining division was at the bottom of its industry class in terms of profitability. Within one year, Mobil''s performance went from worst to first--a position the company maintained through its merger with Exxon in 1999. Todd D''Attoma, a former executive at Exxon Mobil Corp., attributes the company''s success with the Balanced Scorecard to translating the strategy into operational terms and opening the channels of communication to engage employees.
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Abstract
When Mobil first adopted the Balanced Scorecard in 1995, its North American Marketing and Refining division was at the bottom of its industry class in terms of profitability. Within one year, Mobil''s performance went from worst to first--a position the company maintained through its merger with Exxon in 1999. Todd D''Attoma, a former executive at Exxon Mobil Corp., attributes the company''s success with the Balanced Scorecard to translating the strategy into operational terms and opening the channels of communication to engage employees.