Case Analysis: ABB Deutschland (B) By Hugo E.R. Uyterhoeven


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Focuses in detail on implementing a corporate restructuring program in ABB’s German subsidiary. Special attention is given to Germany’s unique form of industrial governance. Two major problem areas–power plants and power transformers–are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB’s Germany country head? Will the new international matrix be a help or a hindrance?


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