Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 05.11.2025
Revision date: 26-Nov-2025
Length: 11 pages
Data source: Field research
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Abstract
This is part of a case series. The case study explores the second phase of ABB's 2018 to 2024 transformation journey to restore confidence in the underperforming conglomerate through a simplification of its structure and a focus on accelerating decision making. Under interim CEO Peter Voser and later Björn Rosengren (2020-2024), ABB decentralized operations, optimized headcount, enhanced accountability and empowered divisions to operate as independent businesses. Rosengren formalized the transformation as The ABB Way. On 1 August 2024, Morten Wierod assumed the role of CEO, inheriting a stronger, more agile ABB. To maintain momentum, the company needs to remain committed to operational excellence, relentless innovation and a strong customer focus. Moving forward, Wierod's key challenges include identifying strategies to build on the transformation's success.
Time period
The events covered by this case took place in 2018-2024.Geographical setting
Region:
Europe
Country:
Switzerland
Featured company
Asea Brown Boveri
Employees:
10000+
Turnover:
USD 32.2 billion
Industry:
Electric and electronic equipment
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 06.10.2025
Length: 22 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 03.06.2025
Length: 7 pages
Data source: Field research
About
Abstract
This is part of a case series. The case study explores the second phase of ABB's 2018 to 2024 transformation journey to restore confidence in the underperforming conglomerate through a simplification of its structure and a focus on accelerating decision making. Under interim CEO Peter Voser and later Björn Rosengren (2020-2024), ABB decentralized operations, optimized headcount, enhanced accountability and empowered divisions to operate as independent businesses. Rosengren formalized the transformation as The ABB Way. On 1 August 2024, Morten Wierod assumed the role of CEO, inheriting a stronger, more agile ABB. To maintain momentum, the company needs to remain committed to operational excellence, relentless innovation and a strong customer focus. Moving forward, Wierod's key challenges include identifying strategies to build on the transformation's success.
Settings
Time period
The events covered by this case took place in 2018-2024.Geographical setting
Region:
Europe
Country:
Switzerland
Featured company
Asea Brown Boveri
Employees:
10000+
Turnover:
USD 32.2 billion
Industry:
Electric and electronic equipment
Related
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 06.10.2025
Length: 22 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 03.06.2025
Length: 7 pages
Data source: Field research