Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Institute for Management Development (IMD)
Originally published in: 2004
Version: 14.09.2005
Length: 6 pages
Data source: Field research

Abstract

This is the first of a four-case series (IMD-3-1471 to IMD-3-1474). The (A) case 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. There is an abridged version of this case series available ''IMD-3-1887''.
Location:
Size:
Very large, global
Other setting(s):
2004

About

Abstract

This is the first of a four-case series (IMD-3-1471 to IMD-3-1474). The (A) case 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. There is an abridged version of this case series available ''IMD-3-1887''.

Settings

Location:
Size:
Very large, global
Other setting(s):
2004

Related