Case | HBS Case Collection | June 2008 (Revised October 2008)

AREVA T&D

by Ananth Raman, Vincent Marie Dessain, Ane Damgaard Jensen and Gudrun Urfalino Kristinsdottir

Abstract

The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved performance substantially by focusing on four levers— industrial footprint realignment, competitive sourcing, process efficiency, and a competitive product offering. In 2008, the case challenges students to identify the best path forward. How can the progress achieved from 2004 to 2007 be sustained? AREVA T and D hopes to surpass ABB and Siemens in sales and profitability by focusing on superior product offerings, through "customer intimacy" (e.g., involving customers in new product development) and developing a reputation for environmentally friendly behavior. What is the role of operations management in this context?

Keywords: Business Divisions; Customer Focus and Relationships; Product Development; Organizational Change and Adaptation; Performance Improvement; Environmental Sustainability;

Citation:

Raman, Ananth, Vincent Marie Dessain, Ane Damgaard Jensen, and Gudrun Urfalino Kristinsdottir. "AREVA T&D." Harvard Business School Case 608-174, June 2008. (Revised October 2008.)