HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeABB (B): The formation of the strategy committeeback to Strategy

Case Study

ABB (B): The formation of the strategy committee

By Ulrich Steger, Paul Strebel and Wolfgang Amann

5 pages

December 2004

Order this case study

Reference: IMD-3-1472

Case B continues where Case A ends. ABB sets up a new Strategy Committee as a sign that the Board wants to become more involved in strategizing. Providing such kind of input is a value added by Corporate Governance, especially in a turnaround situation.

Keywords

Corporate Governance, Turnaround, Power Generation

Settings

Switzerland
2004

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

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)

Keep reading

Article

Trump Policy - Navigating The Fog - A Near Term Guide

Once again, Donald Trump has promised bold yet unspecified moves that will add to the uncertainty facing executives. Business leaders must cut through the "policy fog" by focusing on what the re-elected President can actually control, comprehensiv...

Strategy

By David Bach, Richard Baldwin and Simon J. Evenett

in I by IMD

20 January 2025

Article

Navigating Geopolitical Rivalry - Geopolitical Radar

The mention of geopolitics leads many to ask how company strategies are being reformulated to capitalize on what's left of globalization. But this overlooks a critical prior question: what's the best way for firms to track and assess geopolitical ...

What tramp shipping can teach strategic management

Here are three strategic lessons from the tramp shipping industry.

What tramp shipping can teach strategic management

Shipping is a unique industry, and tramp shipping is a niche sector within it. Yet, in an age of growing market disruption and uncertainty, it has some key lessons for strategic management in other industries.

Annual prognoses and corporate strategy - 2025 Trends

Most annual predictions fail to provide actionable insights for executives. Here are two approaches to better discern the implications for your business.

Eliminating roadblocks to sustainable business transformation

Companies need clear guidance to achieve sustainable business transformation. A practical roadmap identifying drivers for effective change can make success more likely.

Strategy Sustainability

By Julia Katharina Binder

in I by IMD

10 January 2025

Article

Why leaders don’t engage in strategic thinking

Strategic thinking is widely acknowledged as a critical leadership capability, yet many executives struggle to consistently prioritize it.

Leadership Strategy

By Michael D. Watkins

in I by IMD

9 January 2025

Article

Leadership 2025 - 5 Key Behaviors - Tania Lennon

The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...

Leadership Disruption Strategy

By Tania Lennon

in I by IMD

8 January 2025

Article

How luxury brands can build strategic resilience in 2025

Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...

Luxury Strategy Branding Innovation

By Stéphane J. G. Girod

in Forbes.com

3 January 2025