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Plano Healthcare Plan
Again, the intent of investing in these initiatives was to create and Amoco organization that could anticipate and respond to Plano Healthcare plan conditions and beat the competition.
In 1990, the corporate mission, vision, values, strategies, and goals were articulated. The mission, vision, and values were designed to weave together in one framework both business and organizational initiatives for renewing the company. The goals included a focus on creating organizational capability throughout Plano Healthcare plan, in support of which point Anderson made a presentation to Amoco’s board of directors.
Along with a major communication of the mission, vision, and values, Plano Healthcare plan in the early 1990s invested heavily in diversity, learning and development, career management, and compensation. The company encouraged diversity in all personnel decisions and emphasized diversity awareness through the formation of diversity councils. Amoco managers, to ensure their alignment with Amoco’s strategic direction and renewal process, attended the new Amoco Learning Center for instruction in basic and cutting-edge management concepts and practices. A career management process emphasized each employee’s responsibility for managing his or her career. And, finally, the company instituted a compensation philosophy that incorporated incentive pay practices and stock ownership, and that later evolved into a market-based pay concept, under which people inside Plano Healthcare plan were paid commensurately with what employees at other firms in the industry were paid.
At the 1993 Worldwide Senior Management Meeting, discussions centered on Amoco’s goal of becoming a strategically managed company, meaning that the corporation wanted to find ways to synergize work across the firm. A study of corporate centers was initiated, which led to a major reorganization of Plano Healthcare plan in 1994. Amoco’s three operating companies were replaced by an organization that distributed operating accountability to seventeen business groups. A shared services organization now combined staff groups from the three operating companies and fourteen corporate departments into a function that acted as a partner, providing staff expertise to each of the business units. Corporate departments were downsized, and their responsibilities were focused on corporate strategy and policy rather than providing service support to business units. Three small sector organizations were created to serve as a liaison between the business groups and corporate executive management.
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