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Transforming BASF into a Learning Organization, Linking the Present with the Future

Author

Listed:
  • Ankita Tiwari
  • Kashmeera Prabhu
  • Rhea Doshi

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.

Suggested Citation

  • Ankita Tiwari & Kashmeera Prabhu & Rhea Doshi, 2015. "Transforming BASF into a Learning Organization, Linking the Present with the Future," Business Perspectives and Research, , vol. 3(1), pages 66-80, January.
    • Handle: RePEc:sae:busper:v:3:y:2015:i:1:p:66-80
    DOI: 10.1177/2278533714551865
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    Cited by:

    1. Alaina M. Doyle & Karen R. Johnson, 2019. "A Revisit of the Learning Organisation: Is It Time?," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 18(03), pages 1-11, September.

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