Silvio Napoli at Schindler India Analysis
When a company embarks on an international endeavor they are faced with many obstacles and adversities. The corporation’s keys elements are challenged, management tested, strategies examined, and decisions questioned. The purpose of this paper is to analyze the Silvio Napoli at Schindler India case study. This analysis will address Silvio Napoli’s actions while establishing an Schindler subsidiary in India. It will discuss the strategy, organizational structure, staffing, and Silvio’s progress. Also, this analysis will examine Schindler VRA’s decision of Mr. Napoli as General Manager and provide future ...view middle of the document...
In conjunction with the lack of commitment from the European manufacturing plants, the Indian team has achieved no progress in identifying and acquiring local manufacturers.
Schindler’s Indian Organizational Structure
The account-based organizational structure established in India’s Schindler was successful. The organization’s core values were based on “high ethical standards, integrity, and assiduousness to work, and drive”. (Fagan et al, 2006, p. 6) Employees described the company culture as “informal, open, responsive, and proactive”. (Fagan et al, 2006, p. 7) Through the interaction and late night meetings of the management team an effective and efficient organization was founded.
With every successful plan there are drawbacks. The current organizational structure places account management and account services under one division, field operations, headed by Mr. Matthews. Although Mr. Mathews has extensive service sales experience he lacks experience in new product sales. This combination may be the cause of Mr. Napoli not being notified of non-standard orders. This occurrence may also be due to the lack of formal evaluation and approval procedures amongst the management team. The problem extends beyond the India unit of Schindler. According to Schindler’s Organizational Chart, Silvio reports to Mr. Maiocchi and then Mr. Zbinden but the case study has no evidence of any official meetings or approvals from either of them.
Staffing should be a balance between experience (knowledge) and personality (attitude). Mr. Napoli did an excellent job recruiting a diverse and well-experienced management team. He surrounded himself with people who were well versed in the Indian business culture and possessed traits he lacked.
M.K. Singh – He had experience in organization start-ups. Mr. Singh provided an alternative perspective and valuable experience.
T.A.K. Matthews – He had five years of experience with Otis, one of Schindler’s top competitors. Mr. Matthews was hired because he posses in-depth elevator experience, a specialist.
Ronnie Dante – He had twenty-four years of experience with Otis. He was described as a “hard-core elevator engineer” (Fagan et al, 2006, p. 5)
Pankaj Sinha – He showed to be very committed to caring about the perspective and acquired customers.
Was Silvio Napoli the best candidate?
Although Silvio Napoli had much past success, Schindler did not make the right decision by placing Mr. Napoli as General Manager of India. Silvio had no international experience and a management style that was not suitable for India’s culture. Napoli’s management style task oriented. His Indian colleagues and personnel portrayed him as “driving very hard, impulsive, impatient, and at times over-communicative…pretty hard taskmaster”. (Fagan, Yoshino, and Bartlett, 2006, p. 6) Napoli’s Swiss colleagues describe him as a “strong-headed and single-minded manager”. (Fagan et al, 2006, p. 6) Survival in India required an equal...