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Supplement
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Reference no. 9-197-027
Authors: Robert S Kaplan
Published by: Harvard Business Publishing
Originally published in: 1996
Version: 5 May 1997

Abstract

The general manager of a Lubricants Business Unit in Mobil's US Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an integrated basis. After the unit's scorecard had been developed, the general manager challenged the project team to extend the effort out to every employee in the business unit. The team started by constructing a cause-and-effect tree that linked high-level business unit objectives down to positions or tasks for every individual. The team then visited all locations, using the cause-and-effect tree to link the unit's strategy and scorecard to individuals' responsibilities. This case describes the construction of individual BSCs and their impact on employee behavior.
Location:
Size:
USD1 billion revenues, 900 employees
Other setting(s):
1995

About

Abstract

The general manager of a Lubricants Business Unit in Mobil's US Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an integrated basis. After the unit's scorecard had been developed, the general manager challenged the project team to extend the effort out to every employee in the business unit. The team started by constructing a cause-and-effect tree that linked high-level business unit objectives down to positions or tasks for every individual. The team then visited all locations, using the cause-and-effect tree to link the unit's strategy and scorecard to individuals' responsibilities. This case describes the construction of individual BSCs and their impact on employee behavior.

Settings

Location:
Size:
USD1 billion revenues, 900 employees
Other setting(s):
1995

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