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Case Study

ABB: Corporate governance during a turnaround (Abridged)

By Ulrich Steger, Paul Strebel, Christoph Nedopil and Wolfgang Amann

8 pages

November 2007

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Reference: IMD-3-1887

After Jürgen Dorman took over the role of chairman and later CEO 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?

Learning Objective

Discuss an example of corporate governance during and after a crisis. Learn about crisis management and the lessons that can be learned from a crisis.

Keywords

Corporate Governance, Board, Chairman, Turnaround, Crisis, Chief Executive Officer, Power Generation, Automation

Settings

Switzerland
Asea Brown Boveri
2004

Type

Published Sources

Available Languages

English

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This case study is part of a series

ABB (A): Corporate governance during a turnaround
ABB (B): The formation of the strategy committee
ABB (C): The strategy committee in action
ABB (D): Leadership in a decentralized governance structure
ABB: Corporate governance during a turnaround (Abridged)

This case study is part of a series

ABB (A): Corporate governance during a turnaround
ABB (B): The formation of the strategy committee
ABB (C): The strategy committee in action
ABB (D): Leadership in a decentralized governance structure
ABB: Corporate governance during a turnaround (Abridged)

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