The Restructuring of ABB India
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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BSTR143 |
400;
Courier (within India):Rs. 25 Extra
ThemesCorporate Restructuring
| Case Length |
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12 Pages |
| Period |
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1998-2004 |
| Organization |
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ABB |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Countries
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India |
| Industry |
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Heavy Engineering |
Abstract:
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The case discusses the organizational problems faced by ABB India, a subsidiary of ABB Group, the Swiss-Swedish electrical engineering conglomerate, in the late 1990s, which significantly affected its financial performance. It examines the restructuring exercise initiated by Ravi Uppal, the new managing director of the company. The restructuring mainly focused on changing the work culture, overcoming beauracracy, introducing performance based compensation system, increasing the number of channel partners, cost-cutting and thrust on exports and services. The case then describes the benefits of the restructuring exercise and the challenges for ABB India in the near future.
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Issues:
» Understand the organizational problems faced by ABB India in the late 1990s
» Examine the restructuring exercise implemented by ABB India to revive its financial performance
» Critically analyze the strategies adopted by Ravi Uppal to enable the makeover of ABB India
» Chart a growth strategy for ABB India in the near future
Contents:
Keywords:
Case, ABB India, Restructuring Plan, Organizational Problems, Cost Cutting, Channel Partners, Work Culture, Performance based Compensation System, Growth Strategy and Corporate Revivals.
The Restructuring of ABB India
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