ABB Asea Brown Boveri (ABB) is constantly attempting to streamline it
             operation. (Pearce & Robinson, 2003) In 1997, the company had four core
             business segments: industrial automation and robotic, electrical power
             generation and distribution; oil, gas and petrochemicals and, industry and
             building technology. In 2000, ABB underwent an expansion to six divisions.
             These were: automation technology, electricity transmission, electricity
             distribution, oil, gas, petrochemicals, building technology and financial
             services.(Bierbaum, Kischewski, Kischewski, & Schmidt, 2001) In 2003, ABB
             in a strategic shift in favor of specialization, has chosen to concentrate
             its resources and research and development on two main core sectors of
             power technology and automation technology.(ABBWebPage, 2003)
             The organization has dedicated and committed leaders who are willing to
             critically analyze the market they face and change the organization to make
             it competitive in new and changing markets. Currently the company is
             considering divesting its oil, gas and petrochemical division. (ABBWebPage,
             2003) The leadership at ABB was willing to change the core business of the
             company from a "capital intensive and heavy engineering products to
             knowledge and service based business and high-tech integrated solution"
             business. The company success in managing this change would not have been
             possible without the dedication and support of trained and expert talent
             the company employed. Too much of a good thing can be a bad thing.
             Constantly restructuring and changing the core competencies of ABB can be
             confusing to the stakeholders (employees, shareholders, the community in
             which ABB operates) of the organization. While many organizations are
             priding themselves on their ability to change quickly and constantly to
             maintain ...