Management Strategies Assignment Example | Topics and Well Written Essays - 1000 words

Management Strategies - Assignment Example This is because the opinions and the level of exposure to an industry vary with the individual. The study also elaborates how managers in other fields can fit in the management of unfamiliar fields by applying universally adapting strategies. Managers, therefore, emerge as resourceful personnel if they have a wide scope of experience rather than being centralized to one line of thinking. When Barnevick was chief executive officer at ABB, profitability was based on acquisition of firms as a means of diversity to enhance the competitiveness. The plan worked well for the firm noting the changes in profitability and the return on capital. The maxim on ‘thinking Global while acting local’ relieved massively on acquiring firms which had local impact in their respective regions. The products offered were standardized for the markets, hence global. This is evidenced by the fact that some were being exported to other areas such as Africa. While dealing with global products, the f irm was profitable. The down trend in ABB started after the change of management when Barnevick stepped down as CEO. The scenario explains the consequence of change in management in an organization. It expresses the need to hire leaders who can impart continuity in the operation. The close down of Combustion engineering was a case poor market choice. It expresses the need to research extensively before carrying out an investment. Though operating separately, firms under the same umbrella should be controlled by sound centralized structures. The competitiveness of ABB became widely challenged due to minimal bureaucracy. With a compact structure, signals of failure become detected at early stages facilitating counter action. After handing over to Lindahl, the profitability reduced to making losses due to different management styles. Lindahl, however, acted like an economist by consolidating the market to areas which offered a competitive strategy. The new CEO concentrated on using the Asian markets where costs of production were low. The case explores how managers implementing the same strategy can embrace different roles. Barnevick’s focus relied on firm acquisition while Lindahl focused on labor intensive manufacture. The new leadership strategy once again increased the profitability of the conglomerate. Lindahl’s successful leadership was not satisfactory since the position was handed over to another CEO, Jorgen Centermann, who held the position of the Automation business. Centermann’s strategy focused on customer segments. Centermann can be noted as a modern manager due to the indulgence in the use of internet in the business. The strategy introduced, however, drove the firm back to making losses rather than propel it forward. All the CEO’s above relied of the global standardization in order to enhance competitiveness. A totally different perspective came into being with the replacement of Centermann with Dormann. This CEO did not have knowledge of the electrical engineering field like the previous CEO’s. Within a short period, Dormann was able to uncover the deficiencies in the firm and set out to eliminate them. With the keen leadership, the board became aware of various investments done for the firm under the leadership of Barnevick and Lindahl. The firm unearthed interests vested in assets such as jets and armored limousines. They also discovered that pension schemes set up in the past for the two CEO’