Transforming BASF into a Learning Organization, Linking the Present with the Future. Issue 1 (January 2015)

• Record Type: Journal Article
• Authors: Tiwari, Ankita; Prabhu, Kashmeera; Doshi, Rhea
• Is Part Of: Business perspectives and research. Volume 3:Issue 1(2015)
• Page Start: 66
• Page End: 80
• Publication Date: 2015-01
• Subjects: BASF -- personal mastery -- mental models -- shared vision -- systems thinking -- team learning; Management science -- India -- Periodicals; Management -- Research -- India -- Periodicals; Management -- Research -- Periodicals; Management -- Research; Electronic journals -- Business; Electronic journals -- Industry; Periodicals; 658.0095405
• DOI: 10.1177/2278533714551865
• Languages: English
• ISSNs: 2278-5337

Abstract

BASF is the world's leading chemical company. The case study is about making BASF (India) into a learning organization. BASF introduced a new competency and performance management framework aiming at changing not only the process but also the way employees think, feel, and act. BASF also had a structured talent development process that identified and developed high potential talent. BASF realized that it was important to challenge the assumptions held by individuals in the organization and create a more open culture. Thus BASF launched the 360 degree initiative for business and functional heads and their senior team. BASF worked on Strategy 2025 and used the bottom-up approach unlike what BASF did in the past. BASF strongly believed that one can learn a lot from others through regular interactions and common goals. BASF realized that learning is a continuous journey with its own challenges. BASF is committed to surge ahead on this path and to continuously innovate and learn in order to provide sustainable solutions and remain a market leader and most important be an admired organization.