Silvio Napoli at Schindler India
Silvio Napoli at Schindler India
1. What relationships does he need to establish beyond his India team for his strategy to be successful in India? * European Company relationships – Head of Procurement, Supply Chain, Manufacturing and the Financial Controller responsible for South Asia region * Relationships with key functions of government – example Taxation and tariff – so as to remain ahead of the regulatory changes and build expediency into the process. Very critical in a country like India. * Relationships with manufacturers and suppliers in the Indian market – it is not clear who is setting up the Indian market supply chain or how it’s being set up * Last but not least, relationships with human resource companies in India. Egon might be a great firm, but it’s not clear whether they have a strong presence in India or strong relationships in the existing Elevator business and its companies.
2. Should he ask Mr. Bonnard for help in getting what he needs from the various Schindler sources? What are the risks in his asking, if any?
Ask Mr. Bonnard for help with what exactly? First, Savoli did not take this planning/collaboration into account in the planning phase and hence did not take any steps to either understand or overcome these potential challenges. And it is clear that he was reactive in his approach around accelerating outsourcing plans. For all he knows, the information about increased transfer prices could very well be correct and the lead times in transferring designs could be reasonable but did not meet his own expectation of expediency. Secondly, these challenges are not uncommon- either in the realm of corporate bureaucracy or in the realm of establishing a green field business in a new country. Savoli should take a two-pronged approach – First, he should fight his own battles with the heads of other departments – sourcing, manufacturing, costing etc. It is not clear that he has done this diligence yet. Secondly, it
1. What relationships does he need to establish beyond his India team for his strategy to be successful in India? * European Company relationships – Head of Procurement, Supply Chain, Manufacturing and the Financial Controller responsible for South Asia region * Relationships with key functions of government – example Taxation and tariff – so as to remain ahead of the regulatory changes and build expediency into the process. Very critical in a country like India. * Relationships with manufacturers and suppliers in the Indian market – it is not clear who is setting up the Indian market supply chain or how it’s being set up * Last but not least, relationships with human resource companies in India. Egon might be a great firm, but it’s not clear whether they have a strong presence in India or strong relationships in the existing Elevator business and its companies.
2. Should he ask Mr. Bonnard for help in getting what he needs from the various Schindler sources? What are the risks in his asking, if any?
Ask Mr. Bonnard for help with what exactly? First, Savoli did not take this planning/collaboration into account in the planning phase and hence did not take any steps to either understand or overcome these potential challenges. And it is clear that he was reactive in his approach around accelerating outsourcing plans. For all he knows, the information about increased transfer prices could very well be correct and the lead times in transferring designs could be reasonable but did not meet his own expectation of expediency. Secondly, these challenges are not uncommon- either in the realm of corporate bureaucracy or in the realm of establishing a green field business in a new country. Savoli should take a two-pronged approach – First, he should fight his own battles with the heads of other departments – sourcing, manufacturing, costing etc. It is not clear that he has done this diligence yet. Secondly, it