Abstract

The case discusses the organizational restructuring of Switzerland-based ABB during the period 1998 to 2002. It discusses in detail Goran Lindahl’s organizational restructuring, Jorgen Centerman’s customer-centric structure, and the changes Jurgen Dormann made in the customer-centric structure. The case also explains the benefits reaped and problems faced by ABB after each restructuring exercise. It also details the strategic and HR implications for ABB due to frequent organizational restructuring.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Need and objectives of frequent organiza-tional restructuring and evaluate the consequences for the firm.

Keywords

Matrix organization, Switzerland-based, ABB, global electrical engineering, four management levels, roles, responsibilities, rationale, matrix structure, 1996, positive, negative strategic, HR