Case Study

ABB Sécheron

3 pages
December 2008
Reference: IMD-4-0300

With the future of its power transformer business looking grim, the leaders of ABB Sécheron had three choices: First, they could close their factory and end their presence in the Geneva ended after more than 100 years there; Second, the plant could struggle on as they were, shrinking and reducing costs as best as possible to at least remain open and avoid making an outright loss; Third, ABB Sécheron could radically change itself. The first two options, either giving up or burying their heads in the sand, would be easy. ABB Sécheron’s Jean-Luc Favre chose the third option and made it work.

Learning Objective

How can companies operating in high labor cost countries respond to globalization without giving up or offshoring? What are the change leadership skills required to bring the organization along with you through the difficult transformation?

Leading Change, Globalization
Asea Brown Boveri
Field Research
© 2008
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