| Case Title | The Restructuring of ABB India |
| Case Author(s) |
Yamini Aparna K. Vivek Gupta
|
| University | ICFAI Center for Management Research, India |
| Abstract | 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. |
| Available In | ECCH Case Collection |
| Publisher | ICFAI Center for Management Research (ICMR) |
| Publisher Case No. | 305-047-1 |
| Distributor(s) | European Case Clearing House |
| Pub/Rev Date | 2005 |
| ISBN | |
| Case Length | 11 pgs |
| Teaching Note | Yes |
| Pub TN Ref No. | 305-047-8 |
| Pages (TN) | 3 pgs |
| 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; and chart a growth strategy for ABB India in the near future. |
| Organisation(s) |
ABB
|
| Countries | India |
| Industry | Food, Beverages & Tobacco |
| Period Covered | 1998 - 2004 |
| Level | Postgraduate |
| Links of Interest |
ABB India's Website ABB's Website |
| Back | |