Silvio Napoli At Shindler India

The heart of this problem went back to Silvio failing to establish trust and a mutual vision between himself and his employees. Employees had questioned numerous times whether or not Silvio’s strategy was feasible, but, unable to pick up on the subtle cues or willing to stray from his original plan, Silvio pressed forward with his initial strategy. A lack of two-sided communication is the primary cause of this situation, particularly regarding which strategy Schindler should pursue in India. Silvio’s continued to tell his team to focus on local outsourcing and a standardized product in order to keep costs low and offer customers lower prices, despite his team and other colleagues mentioning a preference for a customized product, serviced-based approach to deliver higher value at a higher cost. …show more content…
My senior management team all have much more experience with business in India than I do. In particular, M.K. Singh, my managing director, is known to be a very amiable manager who is admired by his employees and has extensive business experience in a complementary industry to elevators, hotels. Rather than e-mail him a repetition of the strategy, I would realize that he must have grounds for working towards another strategy despite knowing the one initially agreed upon. I would realize that a one-on-one talk in person would be needed to tackle a larger problem at hand: unaligned strategies regarding how to penetrate the market. In addition, his opinion is likely representative of many other employees in the company who haven’t felt able to voice them. Again, the averseness to information sharing in a high in-group collectivism culture or high-context communication culture may also explain some of that