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Case Title:

ABB India : Gaining Power

Publication Year : 2004

Authors: Malini Nagabhushan

Industry: Engineering, Electrical and Electronics

Region:India

Case Code: COT0009B

Teaching Note: Not Available

Structured Assignment: Not Available

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Abstract:
The top line of ABB India, a 52% subsidiary of ABB Global, Switzerland, was Rs. 8068 million in the year 2000. However, it was struggling to grow both in terms of revenues and profits, and at the same time its parent was in trouble with constant restructuring. ABB India at that time was required to contribute more to the groups bottom-line and hence in September 2001, Jurgen Dormann, CEO, ABB Global brought back Ravi Uppal from Volvo India to become the country head for ABB India. This case details the leadership style of Ravi Uppal and the restructuring initiatives he started at the company. This case takes an inside look at ABB’s unprecedented transformation under Ravi Uppal. ABB India was focusing on extensive use of channel partners, is there any other way it can plan market penetration. Industrial IT initiatives and investment into R&D will help ABB India in the long run.

Pedagogical Objectives:

  • To discuss the main reasons that led to improved performance at ABB India. Was it -Change of Leadership, Market forces, Restructuring, or Government reforms
  • To discuss the organisation culture at ABB India
  • To discuss whether the shift from projects to standardized products and services needed

Keywords : leadership; Change Management; Organizational Culture; Corporate Transformation Case Study; Restructuring; Reorganisation; Power technology; Automation Technology Engineering Industry; R & D; Exports; Channel Partners; Cost Cutting; Human Resource Management; Organisation Structure; Transformation

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