 Transforming BASF into a Learning Organization, Linking the Present with the FutureAnkita Tiwari, Kashmeera Prabhu and Rhea Doshi Business Perspectives and Research, 2015, vol. 3, issue 1, 66-80 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. Keywords: BASF; personal mastery; mental models; shared vision; systems thinking; team learning (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:busper:v:3:y:2015:i:1:p:66-80 Access Statistics for this article More articles in Business Perspectives and Research |
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