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to read pages 1-11 on the article called \"Silvio Napoli at Shindler India (A)\" Then answer the questions below in two paragraphs with 10 sentences in each paragraph:

1. Was Silvio the right choice for general manager of Schindler\'s India operations?

2. As Luc Bonnard how would you evaluate Silvio\'s first seven months as general manager of the Indian company? What advice would you offer?

3. What advice would you give to Silvio regarding his decision on the nonstandard glass wall elevator that has been ordered?

4. How should he deal with the challenges he is facing over transfer prices and limited technical cooperation from the European plants?

Solution

My answer to the first question \" Was Silvio the right choice for general manager of Schindler\'s India operations?\" is in affirmative. The text has mentioned various points in favour of the selection of Silvio as against the alternative available with Schindlers. There is hardly anything mentioned about the other options which can make the other option more meaningful and or more lucrative or less risky than the choice of Silvio as general manager of Schindler\'s India operation. As Luc Bonnard I would like to very much appreciate the performance of Silvio\'s first seven months and rate him high on the scale for commitment, work oriented, intelligent, target oriented, good change agent, not afraid to venture new developments etc.. My advice for him is to become a true team leader without making other members of the team to be aware of his domination in decision making. Recognise the reflection of his own personal traits in others and not only learn and adopt to changing environment with patience.

With respect to the decision on nonstandard glass wall, my advice is to look for the technology that can convert such demands as standardised product if this is what customers demand/need and feasible. After all standards are subject to change and varies from market to market.

Solution to the fourth question lies in strengthing the technical aspects of the seven stages of the elevator life cycle mentioned in the text. He needs to develop USP for Schindler\' India and use his contacts at Parent Organization\'s Headquarters to seek help from European plants and also look for alternatives to not depend upon non-cooperating ones. Sooner or later production/manufacture needs to be developed locally to counter high transfer prices and import duties.