Robert S. Kaplan
Harvard Business School (197027-PDF-ENG)
September 05, 1996
The CEO of a lubricants business unit in Mobil’s marketing and refining division in the United States initiated a project to develop a balanced scorecard (BSC) for his unit. The goal was to give all employees in the unit a focus to enable integrated action. After the unit scorecard was developed, the managing director asked the project team to extend the effort to all employees in the business unit. The team began by creating a cause-and-effect tree that linked the overall goals of the business unit to the positions or tasks of each individual. The team then visited all the locations and used the cause and effect tree to link the unit’s strategy and scorecard to the responsibilities of each person. This case describes the construction of individual BSCs and their effects on employee behavior.
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