HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeABB Turbocharging (B): Implementing change in turbulent timesback to Strategy

Case Study

ABB Turbocharging (B): Implementing change in turbulent times

By Winter Nie, Wolfgang Ulaga and Athanasios Kondis

5 pages

November 2014

Order this case study

Reference: IMD-3-2431

It is 2013 and the setting is very different. ABB’s performance during the last two years had been unsatisfactory and a series of developments in its external environment posed a unique set of challenges. Management decided to respond and launched a new segmentation initiative, laying the foundation of its future differentiation strategy. Case B provides an update on Sales 2010 a major sales initiative that was introduced at the end of 2007 and elaborates on the wave of change that took place since then; global financial crisis, Swiss franc crisis, overcapacity in the shipping industry and the intensifying competition on both fronts: product and service. It offers an overview of the new segmentation initiative and concludes by highlighting the challenges behind translating strategy to action.

Learning Objective

What does the current strategy prevent ABB from doing? How do you implement the segmentation and transform it into a growth driver? Is ABB ready to translate the value proposition into new product and service offerings? What are the implications for your internal (sales organization, R&D, manufacturing) and external (engine builders and end-users) customers? How do you convince them to buy-in?

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

Case Study

TBC Group: Future proofing a history of success

Strategy Digital Growth

By Goutam Challagalla, Francis D. Kim and Philip Charles Zerrillo

Case Study

Nestlé Health Science: Building a healthy future towards 2030

Strategy General Management Global Business

By Niccolò Pisani, Elham Pazirandeh-Micol, Karine Richard, Liudmila Ost and Quentin de Rham

Article

How to master the 6 skills of strategic thinking

Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.

Strategy Disruption

By Michael D. Watkins

in I by IMD Brain Circuits

4 February 2025

Article

Are stakeholders making or breaking your strategy?

An easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.

Stakeholder Management Strategy

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD

Article

Navigating Luxury’s New Reality - Krug - Manuel Reman

Manuel Reman combines Krug’s tradition with innovation, prioritizing authenticity and sustainability to keep the champagne house relevant in evolving times.

Leadership Luxury Strategy Sustainability

By Stéphane J. G. Girod

in I by IMD

Article

Do you know the four As of cultivating strategic thinking?

Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.

Strategy

By Tania Lennon

in I by IMD Brain Circuits

28 January 2025

Case Study

China Resources Beer: Becoming future ready

China Digital Human Resources Strategy Diversity and Equity and Inclusion

By Mark J. Greeven and Wei Wei

CO-RO (B): Weathering the storm

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2640 ©2025

Summary

Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.

Reference IMD-7-2640

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

CO-RO (A): Storm clouds forming

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2590 ©2025

Summary

The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.

Reference IMD-7-2590

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

TBC Group: Future proofing a history of success

By Goutam Challagalla Francis D. Kim and Philip Charles Zerrillo
Case reference: IMD-2651 ©2025

Summary

The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.

Reference IMD-2651

Organization TBC Bank Group

Industry Finance and Insurance, Banking

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Digital

Growth

Browse all topics

Nestlé Health Science: Building a healthy future towards 2030

By Niccolò Pisani Elham Pazirandeh-Micol Karine Richard Liudmila Ost and Quentin de Rham
Case reference: IMD-7-2636 ©2025

Summary

The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to celebrate. The pressure was on her to make timely strategic decisions to navigate some operating challenges while future-proofing the business for years to come. As Anna sat at her desk and looked out the large window, she began reflecting on how NHSc had grown under her predecessor, Greg Behar, who was instrumental in expanding it into new markets and establishing it as a well-known player in nutritional health solutions. Anna’s dilemmas boiled down to four main questions: Should the company choose organic or inorganic growth? What about market expansion and exploring potential outside North America? How to ensure continued product innovation via research and development (R&D) and potential acquisitions? Finally, how best to align sustainability goals with financial performance? And, of course, expectations were high and a lot was at stake. Anna was aware that the journey ahead would not be easy, but she was ready to tackle the challenges head-on, steering the company towards long-term success.

Reference IMD-7-2636

Organization Nestlé Health Science

Industry Healthcare, Health and Medical Services;Healthcare, Pharmaceuticals

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

General Management

Global Business

Browse all topics

Navigating Luxury’s New Reality - Krug - Manuel Reman

By Stéphane J. G. Girod
in I by IMD

Summary

Manuel Reman combines Krug’s tradition with innovation, prioritizing authenticity and sustainability to keep the champagne house relevant in evolving times.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Luxury

Strategy

Sustainability

Browse all topics

China Resources Beer: Becoming future ready

By Mark J. Greeven and Wei Wei
Case reference: IMD-7-2538 ©2024

Summary

The China Resources Beer (CR Beer) case study is a compelling narrative of the world’s largest beer producer by volume under the leadership of CEO Hou Xiaohai. In 2016 CR Beer embarked on a pivotal transformation journey. This case study offers critical insights that particularly resonate with Chinese corporations navigating similar challenges in an era marking the end of China’s rapid economic growth. Faced with industry saturation, changing consumer behaviors, the rise of digital technology and the imperative shift from expansive to high-quality growth, CR Beer’s story mirrors the predicament in which many Chinese companies find themselves today. The case delves into CR Beer’s strategic overhaul, how it optimized its vast 60,000-employee structure, streamlined operations and embraced digital transformation to remain competitive. CR Beer’s transformation was characterized by tackling “three mountains” – operational inefficiency due to numerous small factories with high costs and low-capacity utilization, weak brand presence in the high-end beer market and an underutilized and mismatched workforce. The study also highlights the company’s innovative approach to rebranding for younger consumers, integrating consumer insights into product development and exploring new business models. It underscores the importance of internal cultural shifts to support these external changes and the role of leadership in guiding transformation. CR Beer’s journey from traditional efficiency to future-readiness offers valuable lessons in managing large-scale organizational change, strategic management and business innovation. It provides essential insights for understanding the complexities of transformation in a rapidly evolving industry, making it a crucial read for those interested in organizational change, particularly in the context of the Chinese market and its unique challenges and opportunities.

Reference IMD-7-2538

Organization China Resources Beer

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

China

Digital

Human Resources

Strategy

Diversity and Equity and Inclusion

Browse all topics