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Compact case
Case
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Reference no. IMD-4-0300
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 14.01.2009
Length: 3 pages
Data source: Field research

Abstract

With the future of its power transformer business looking grim, the leaders of ABB Secheron had three choices: (1) they could close their factory and end their presence in Geneva after more than 100 years there; (2) the plant could struggle on as they were, shrinking and reducing costs as best as possible to at least remain open and avoid making an outright loss; or (3) ABB Secheron could radically change itself. The first two options, either giving up or burying their heads in the sand, would be easy. ABB Secheron's Jean-Luc Favre chose the third option and made it work.
Location:
Industry:
Size:
ABB Secheron 112,000 employees
Other setting(s):
1995-2007

About

Abstract

With the future of its power transformer business looking grim, the leaders of ABB Secheron had three choices: (1) they could close their factory and end their presence in Geneva after more than 100 years there; (2) the plant could struggle on as they were, shrinking and reducing costs as best as possible to at least remain open and avoid making an outright loss; or (3) ABB Secheron could radically change itself. The first two options, either giving up or burying their heads in the sand, would be easy. ABB Secheron's Jean-Luc Favre chose the third option and made it work.

Settings

Location:
Industry:
Size:
ABB Secheron 112,000 employees
Other setting(s):
1995-2007

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