Castrol Case

What is the value proposition for BP to adopt Performance Scorecard at Castrol India? Will there be any conflict or overlap with existing MBO system at Castrol India?

BP is a performance driven organisation which believes that profitability can't be achieved only by targeting volume growth rather it believes in focussing on broad aspects of performance like volume, margins, costs, customer focus, ethics, safety, etc.

These broad aspects have been included to measure performance keeping in view the corporate vision of the company. As CIL is now part of BP ,keeping different performance appraisal systems for other business units(BU) of BP and CIL may hamper the achievement of company's corporate mission. Hence to align the activities of CIL by inculcating value system of BP into CIL's employees for the achievement of BP's corporate mission needs to adopt Performance Scorecard which values various performance indicators apart from financial ones.

Yes, there is chance of conflict with existing system at Castrol India. As CIL's employees are attuned to more subjective evaluation based on measureable performance indicators, the performance

What is the value proposition for BP to adopt Performance Scorecard at Castrol India? Will there be any conflict or overlap with existing MBO system at Castrol India?

BP is a performance driven organisation which believes that sustainable profitability can't be achieved only by targeting volume growth rather it believes in focussing on broad aspects of performance like volume, margins, costs, customer focus, ethics, safety, etc. While aiming for profitability.

These broader aspects have been included to measure performance keeping in view the corporate mission of the company. As CIL is now part of BP keeping different performance management systems for other business units(BU) of BP and CIL may hamper the achievement of company's corporate mission. Hence to align the activities of CIL by inculcating value system of BP into CIL's employees for the achievement