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Case Study

ABB (A): Corporate governance during a turnaround

By Ulrich Steger, Paul Strebel and Wolfgang Amann

6 pages

December 2004

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Reference: IMD-3-1471

Case A describes corporate governance at ABB in a turnaround situation, in which the financial side in particular suffers, while core businesses are less affected. It specifically deals with the question of what role the Board can and should play in the strategy development process.

Keywords

Corporate Governance, Turnaround, Power Generation

Settings

Switzerland
2004

Type

Field Research

Available Languages

English

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This case study is part of a series

ABB (A): Corporate governance during a turnaround
ABB (B): The formation of the strategy committee
ABB (C): The strategy committee in action
ABB (D): Leadership in a decentralized governance structure
ABB: Corporate governance during a turnaround (Abridged)

This case study is part of a series

ABB (A): Corporate governance during a turnaround
ABB (B): The formation of the strategy committee
ABB (C): The strategy committee in action
ABB (D): Leadership in a decentralized governance structure
ABB: Corporate governance during a turnaround (Abridged)

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