Case Study

Rebuilding ABB (A)

20 pages
August 2007
Reference: IMD-3-1797

The new CEO has to make a recommendation to the board regarding a fundamental reorganization of one of the world’s largest and most global industrial engineering companies which in less than twenty years of its existence went from good to great and then right back to the brink of collapse. Moving the company forward required being local and global at the same time – tapping new markets and becoming faster and more efficient, cutting cost and driving innovation. Which of the proposed three options is best suited to support the new strategic agenda?

Learning Objective

Help students to understand the key strategic and organizational issues in managing the global-local tensions in complex international firms.

Global Coordination, Global Organization
Field Research
© 2007
Available Languages
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