Mobil USM&R (C): Lubricants Business Unit

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Publication Date:
September 05, 1996

Harvard Business School

Energy and natural resources sector

The general manager of a Lubricants Business Unit in Mobil’s U.S. 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- 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 and scorecard to individuals’ responsibilities. This case describes the construction of individual BSCs and their impact on employee behavior.

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Mobil USM&R (C): Lubricants Business Unit

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