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Authors: - Unknown
Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 1999

Abstract

In 1994, Mobil launched a strategy emphasizing growth, productivity, and the reorganization of the company into 18 business units, each with profit-and-loss accountability. The Balanced Scorecard was brought in to help integrate the various elements by translating the strategy into operational terms and then aligning the people and the functional units of the organization around the strategy. These efforts helped Mobil move from worst to first in its industry. An accompanying interview with Brian Baker, president of Mobil North American Marketing & Refining, provides insight into how Mobil has been able to maintain its industry leadership for four consecutive years.

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Abstract

In 1994, Mobil launched a strategy emphasizing growth, productivity, and the reorganization of the company into 18 business units, each with profit-and-loss accountability. The Balanced Scorecard was brought in to help integrate the various elements by translating the strategy into operational terms and then aligning the people and the functional units of the organization around the strategy. These efforts helped Mobil move from worst to first in its industry. An accompanying interview with Brian Baker, president of Mobil North American Marketing & Refining, provides insight into how Mobil has been able to maintain its industry leadership for four consecutive years.

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