How Mobil Became a Strategy-Focused Organization

Beginning in 1994, Mobil launched its Balanced Scorecard initiative, transforming what had been an underperforming organization that was inwardly focused, bureaucratic, and inefficient into the leader in its industry. This chapter examines the case of Mobil NAM&R, illustrating how putting the five principles of a Strategy-Focused Organization into practice and integrating and aligning the entire organization to a new strategy for growth enabled the company to achieve sustained competitive advantage in a mature and fiercely competitive commodity industry.