HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeABB Turbocharging (A): Leading change in certain timesback to Strategy

Case Study

ABB Turbocharging (A): Leading change in certain times

By Winter Nie, Wolfgang Ulaga and Athanasios Kondis

8 pages

November 2014

Order this case study

Reference: IMD-3-2430

It is 2007 and the president of ABB Turbocharging, a successful business unit with a strong performance record is considering introducing change in order to make his organization more sales-driven and proactive to customer needs. Case A provides an introduction to ABB Turbocharging back in 2007; its structure, business model and strategy. It also offers an overview of the market for turbochargers and the challenges involved in serving the different segments and customer groups. It concludes with the president of the organization questioning the sustainability of the current strategy and raising four key questions concerning the journey ahead.

Learning Objective

How do you change “the bicycle shop” mentality in a successful 100 years old industrial organization? What are the skills and capabilities that need to be developed in order to shift from a technical and reactive culture to a proactive sales-oriented one? What are the challenges and risks in such an endeavor? What are the changes required to take place at both HQ and local level?

Keywords

Organizational Change, Change Management, Business to Business, Marketing, Strategy, Automation Technology, Power Technology, Process Automation, Turbocharging System

Settings

World/global, Switzerland
Asea Brown Boveri
2007

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

ABB Turbocharging (A): Leading change in certain times
ABB Turbocharging (B): Implementing change in turbulent times

This case study is part of a series

ABB Turbocharging (A): Leading change in certain times
ABB Turbocharging (B): Implementing change in turbulent times

Keep reading

Article

Trump Policy - Navigating The Fog - A Near Term Guide

Navigate Trump's policy shifts with a clear framework to assess business risks, plan contingencies, and stay ahead in uncertain times. Prepare for what’s next.

Strategy

By David Bach, Richard Baldwin and Simon J. Evenett

in I by IMD

Article

Strategies for negotiating cross-sector alliances

Given the world’s many challenges, the ability to forge effective alliances across business, government, the non-profit sector, and academia has become essential to building durable solutions. Here are eight steps to guide you through the process.

Strategy

By Michael D. Watkins

in I by IMD Brain Circuits

17 January 2025

Article

Annual prognoses and corporate strategy - 2025 Trends

Why the market for new year predictions is broken and how executives can better use forecasts to discern the implications for their companies.

Future Readiness Strategy

By Simon J. Evenett

in I by IMD

Article

Why leaders don’t engage in strategic thinking

Strategic thinking is key to success. Overcome common excuses and develop the skills to navigate change, drive innovation, and prepare for future business challenges.

Leadership Strategy

By Michael D. Watkins

in I by IMD

Article

How luxury brands can build strategic resilience in 2025

Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...

Luxury Strategy Branding Innovation

By Stéphane J. G. Girod

in Forbes.com

3 January 2025

Article

Here’s what we predicted for 2024… how did we do?

Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football

Finance Future Readiness Geopolitics Strategy Sustainability

By Robert Hooijberg, Arturo Bris, David Bach, José Parra Moyano, Michael R. Wade, Julia Binder, Howard H. Yu, Simon J. Evenett, Alyson Meister, Salvatore Cantale and Stefan Michel

in I by IMD

Article

Here’s what we predicted for 2024… how did we do?

Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football

Finance Future Readiness Geopolitics Strategy Sustainability

By Robert Hooijberg, Arturo Bris, David Bach, José Parra Moyano, Michael R. Wade, Julia Binder, Howard H. Yu, Simon J. Evenett, Alyson Meister, Salvatore Cantale and Stefan Michel

in I by IMD

How luxury brands can build strategic resilience in 2025

By Stéphane J. G. Girod
in Forbes.com 3 January 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications