Mobil USM&R (C): Lubricants Business Unit

Robert S. Kaplan

Case | HBS Case Collection | September 1996 (Revised May 1997)

Mobil USM&R (C): Lubricants Business Unit

Abstract

The general manager of a Lubricants Business Unit in Mobil's U.S. 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.

Keywords: Balanced Scorecard; Employees; Customization and Personalization; Performance Evaluation; Measurement and Metrics; Management Teams; Projects; Energy Industry; Mining Industry; United States;

Language: English

Format: Print

9 pages

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Citation:

Kaplan, Robert S. "Mobil USM&R (C): Lubricants Business Unit." Harvard Business School Case 197-027, September 1996. (Revised May 1997.)

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Mobil USM&R (C): Lubricants Business Unit

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