Product details

The top-line of ABB India, a 52% subsidiary of ABB Global, Switzerland, was worth Rs 8,068 million in the year 2000. However, it was struggling to grow both in terms of revenues and profits, and at the same time its parent was in trouble with constant restructuring. ABB India at that time was required to contribute more to the groups bottom-line and hence in September 2001, Jurgen Dormann, CEO (Chief Executive Officer) of ABB Global, brought back Ravi Uppal from Volvo India to become the country head for ABB India. This case details the leadership style of Ravi Uppal and the restructuring initiatives he started at the company. This case takes an inside look at ABB''s unprecedented transformation under Ravi Uppal. The case allows for discussion in the following areas: (1) the main reasons that led to improved performance at ABB India. Was it: (a) change of leadership; (b) market forces; (c) restructuring; or (d) government reforms; (2) the organisation culture at ABB India; (3) was the shift from projects to standardised products and services needed?; (4) ABB India was focusing on extensive use of channel partners, is there any other way it can plan market penetration?; and (5) will industrial IT initiatives and investment into research and development help ABB India in the long run?