The mind is not a vessel to be filled, but a fire to be ignited.– Plutarch
"Arousing passion and emotional involvement is the best possible way to align the employees around a common purpose." With this objective, HPCL embarked upon a process of Organizational Transformation called Project ACE - Achieving Continuous Excellence.
Project ACE was conceived to develop a co-created vision shared by the organizational members at large, thereby transforming HPCL into an innovative and learning organization where employees continuously acquire new skills and capabilities to excel, and achieve outstanding business results.
While Project ACE enabled formalization of strategies, a need was felt for a robust tool to help execute these strategies. Measurement is the key to ensure that the strategies translate into business results.
With this philosophy, Balanced Scorecard (BSC) was introduced as a strategic initiative for clear articulation of measurable business outcomes and cascading it to different levels of the organization. Moreever, in order to establish strong linkage with the Performance Management System, and to create a BSC conducive culture, the appraisal format was redesigned in line with different perspectives of BSC.
Accordingly, officers set targets for each of the perspectives of Balanced Scorecard viz.
- Internal Processes and
- Learning and Growth