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CEO Dialogue podcast series

Leaner, cleaner, faster, stronger: How ABB is reshaping an engineering icon for the future

4 hours ago • by Jean-François Manzoni in CEO Dialogue podcast series • Podcast availablePodcast available

ABB CEO Morten Wierod shares how the company drives industries to be leaner, cleaner, and more productive while advancing sustainability and innovation....

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In this episode of the CEO Dialogue series, Jean-François Manzoni speaks with Morten Wierod, President and CEO of ABB, about how one of the world’s great engineering companies is transforming itself for the road ahead.

 

With 110,000 employees, 170 factories, and more than $30 billion in annual revenues, ABB has long been central to electrification, automation, and industrial innovation.

Now, under Wierod’s leadership, the company is driving a “leaner and cleaner” mission that connects competitiveness with sustainability.

Expert

Morten Wierod

President & CEO, ABB

Morten Wierod has been President and CEO of ABB since August 2024 and a member of the Group Executive Committee (EC) since 2019. As an EC member, he led ABB’s two largest business areas, Electrification and Motion. In his more than 25 years at ABB, Wierod has worked in many areas of the business as well as in three countries: Switzerland, China, and Norway. Wierod holds a master’s degree in electrical engineering from the Norwegian University of Science and Technology (NTNU).

Authors

Jean-François Manzoni

Jean-François Manzoni

Professor of Leadership and Organizational Development at IMD

Jean-François Manzoni (JFM) is Professor of Leadership, Organizational Development and Corporate Governance at IMD, where he served as President and Nestlé Professor from 2017 to 2024. His research, teaching, and consulting activities are focused on leadership, the development of high-performance organizations and corporate governance. In recent years JFM has also been increasingly focused on finding ways to ensure leadership development interventions have lasting impact, particularly through the use of technology-mediated approaches, and on closing the growing managerial “knowing-doing gap”, i.e., the gap between what managers kind of know they should be doing and the extent to which they actually behave that way in practice.

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