Reorganizing ABB - From Matrix to Consumer - Centric Organization Structure (B)


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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.

Case Details:

Price:
Case Code : HROB033 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Corporate Restructuring
Case Length : 13 Pages
Period : 1998 - 2002
Pub Date : 2003
Teaching Note : Not Available
Organization : ABB
Industry : Power, Transportation, Financial Services
Countries : Switzerland

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.

Issues:

» Need and objectives of frequent organizational restructuring and evaluate the consequences for the firm

Contents:

  Page No.
The Need to Restructure 1
Lindahl's Reorganization 2
Customer-Centric Organization 4
Restructuring by Dormann 6
The Implications 6
Exhibits 9

Key Words:

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

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