thyssenkrupp: Reinventing the German industrial giant (B)
As of early 2024, Miguel Ángel López Borrego, CEO of the German diversified industrial giant, thyssenkrupp, was assessing his first six months in the role and debating how he could advance the company’s three main priorities: continue the green transformation, improve performance, and implement portfolio measures. In his efforts to restore profitability for the company and cultivate long-term sustainable health, he had to face a number of challenges, including the divesture of thyssenkrupp’s iconic 200+ year-old steel business and pushing forward rapid change while managing a complex group of stakeholders including employees, unions, the board of directors, customers, suppliers, the Krupp Foundation, and institutional shareholders.
Collection: IESE (España)
Ref: SM-1775-E
Format: PDF
Number of pages: 9
Publication Date: Mar 25, 2025
Language: English, Spanish
Review date: May 19, 2026
What material is included in this case:
Description
As of early 2024, Miguel Ángel López Borrego, CEO of the German diversified industrial giant, thyssenkrupp, was assessing his first six months in the role and debating how he could advance the company’s three main priorities: continue the green transformation, improve performance, and implement portfolio measures. In his efforts to restore profitability for the company and cultivate long-term sustainable health, he had to face a number of challenges, including the divesture of thyssenkrupp’s iconic 200+ year-old steel business and pushing forward rapid change while managing a complex group of stakeholders including employees, unions, the board of directors, customers, suppliers, the Krupp Foundation, and institutional shareholders.
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Year: 2023
Geographic Setting: Germany
Industry Setting: Industry and mining
Learning Objective
- Analyze the actions a leader takes coming into a new company from the outside
- Demonstrate the importance of stakeholder management with a focus on different approaches for each stakeholder group (investors/board, family trust, employees, customers, suppliers, government, etc.) and highlight how the composition of the board (in this case, 50% employees) and composition of investors (Krupp Foundation owns ~21%) can add complexity to corporate decision-making
- Discuss approaches for effective strategy implementation in an industrial giant that needs to pivot
Program Type
- Used in strategy implementation core course, focused on General Management, the CEO view
- Other potential applicable courses: Leadership, Corporate Strategy
- Can be used in MBA, Executive MBA, Master in Management Executive Education (including Global CEO program)
- Demonstrate the importance of stakeholder management with a focus on different approaches for each stakeholder group (investors/board, family trust, employees, customers, suppliers, government, etc.) and highlight how the composition of the board (in this case, 50% employees) and composition of investors (Krupp Foundation owns ~21%) can add complexity to corporate decision-making
- Discuss approaches for effective strategy implementation in an industrial giant that needs to pivot
Program Type
- Used in strategy implementation core course, focused on General Management, the CEO view
- Other potential applicable courses: Leadership, Corporate Strategy
- Can be used in MBA, Executive MBA, Master in Management Executive Education (including Global CEO program)
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