Case D provides the basis to discuss to what extent high Board involvement in strategizing is necessary once a turnaround has been accomplished and the situation is back to normal.
ABB (A): Corporate governance during a turnaround
Summary
Case A describes corporate governance at ABB in a turnaround situation, in which the financial side in particular suffers, while core businesses ar...
Reference
IMD-3-1471
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications
ABB (B): The formation of the strategy committee
Summary
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. Pr...
Reference
IMD-3-1472
Copyright
©2004
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IMD Copyright
Available Languages
English
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ABB (C): The strategy committee in action
Summary
Case C describes how the first meeting of the new Strategy Committee brought about the expected results. In addition to positive interactions with ...
Reference
IMD-3-1473
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB (D): Leadership in a decentralized governance structure
Summary
Case D provides the basis to discuss to what extent high Board involvement in strategizing is necessary once a turnaround has been accomplished and...
Reference
IMD-3-1474
Copyright
©2004
Copyright owner
IMD Copyright
Available Languages
English
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ABB: Corporate governance during a turnaround (Abridged)
Summary
After Jürgen Dorman took over the role of chairman and later CEO of crisis-shaken ABB, he put various corporate governance reforms into action. Amo...
Reference
IMD-3-1887
Copyright
©2007
Copyright owner
IMD Copyright
Organization
Asea Brown Boveri
Available Languages
English
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Research Information & Knowledge Hub for additional information on IMD publications