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: 2000
Version: 10.04.2003

Abstract

In 2000, ABB faced the challenge of convincing markets of its change from the old engineering powerhouse to a new technology leader. Despite its technological achievements, the company suffered from chronic low visibility, opacity due to the convoluted holding structure and Zurich listing, low association with new New Economy projects, etc. The case investigates the sequence of events undertaken by ABB in March 2000 to change its perception by the public. Discussion focuses on the various mechanisms available to bridge the value gap between the company and external stakeholders. This case was previously numbered 201-053-1.
Location:
Industry:
Size:
USD10 billion
Other setting(s):
2000

About

Abstract

In 2000, ABB faced the challenge of convincing markets of its change from the old engineering powerhouse to a new technology leader. Despite its technological achievements, the company suffered from chronic low visibility, opacity due to the convoluted holding structure and Zurich listing, low association with new New Economy projects, etc. The case investigates the sequence of events undertaken by ABB in March 2000 to change its perception by the public. Discussion focuses on the various mechanisms available to bridge the value gap between the company and external stakeholders. This case was previously numbered 201-053-1.

Settings

Location:
Industry:
Size:
USD10 billion
Other setting(s):
2000

Related