ABB: Corporate Governance During a Turnaround

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.

Abridged version

Reference no. IMD-3-1887

Subject category: Strategy and General Management

Authors: Ulrich Steger (International Institute for Management Development (IMD)); Paul Strebel (International Institute for Management Development (IMD)); Wolfgang Amann (International Institute for Management Development (IMD)); Christoph Nedopil (International Institute for Management Development (IMD))

Published by: International Institute for Management Development (IMD)

Originally published in: 2007

Version: 15.10.2007

Length: 8 pages

Data source: Published sources

Topics: Corporate governance; Board; Chairman; Turnaround; Crisis; CEO (chief executive officer)

Share a link: https://casecent.re/p/76390

| No reviews for this item

View our pricing guide or login to see prices.

Abstract

This is an abridged version. After Jurgen Dorman took over the role of Chairman and later Chief Executive Officer of crisis-shaken ABB, he put various corporate governance reforms into action. Among them, a strategy committee and an executive committee were established, and they interacted directly with the board, who became more involved than ever. But was the corporate governance structure still appropriate after ABB recovered in 2004? What lessons could be learned from managing the crisis?

Location:

Switzerland

Industry:

Power generation, automation

Size:

100,000 employees

Other setting(s):

2004