Description of the ABB CEOs’ strategy styles Among a variety of ABB leaders, three important figures introduced different strategy styles that put the company on a new level. For example, Percy Barnevik followed an aggressive growth strategy (intent-driven strategy), changed the roles within the company, and improved the organizational structure to create a new model of a competitive enterprise. He was led by his desire to surplus other companies and gain better profits. Fred Kindle promoted a restructuring strategy (trend-driven strategy) that could help to restore the company’s focus and return to profitability. He wanted to help the company become better. Joe Hogan’s intentions to create a balance between the organizational growth and operational efficiency made him decide to use a low-key style without any immediate changes but smooth transitions that can be clarified to everyone (resource-driven strategy). He was able to use what Barnevik wanted to do and what Kindle did. The challenges faced ABB Barnevik is the first CEO of the company that was formed as a result of a merger. It was difficult for ABB to introduce itself as a powerful engineering company with appropriate abilities to compete. Barnevik had to consider the achievements of other companies and their leaders and develop an independent organization with its unique culture, structure, and missions. He wanted to promote the global expansion of the company. However, it was also necessary to consider all global changes and react to everything in a short period. There were two main challenges for the company – the lack of time to analyze all information and the necessity to make decisions regarding the current changes. Rules of thumb to guide ABB’s operation According to MacIntosh and MacLean (2015), rules of thumb introduce several guiding decisions that can be applied to a particular situation. These practices are not time-consuming and help to make the correct decisions in most cases. Leaders can make decisions that vary by their nature and the results that can be observed in the company. Still, as a rule, all decisions of such time play a crucial role in the company and are characterized by positive or negative outcomes. One particular alternative should be chosen to leave other possible available alternatives behind. In case the alternative fails, another option from the list left behind can be used. Still, it is not enough to choose an alternative. It is more important to develop a powerful implementation plan with the help of which the alternative can be developed. In the case study under consideration, different CEOs of the company promote numerous operations that can be explained or guided by the rules of thumb at different epochs of the ABB’s development. Barnevik’s decision is probably one of the brightest examples that can be used to explain the company’s operations. The necessity to restructure ordinary organizations that were used in the merge process removed more than 90% of the employees. This rule helped to improve business performance and reduce the costs of the people, who stayed involved in the company. The attempt to improve annual sales created another rule of thumb that t