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Silvio Schindler

In: Business and Management

Submitted By joelva
Words 779
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1. Was Silvio the right choice for general manager of Schindler’s India operations?

No en ese momento de su vida. Aunque Napoli mostraba energía y fuerza, en ese entonces era un estratega sin ningún conocimiento en la implementación de planes de negocio. Eso fue patente al tratar de implantar el plan establecido de forma sistemática sin darle el valor que requerían las aportaciones de sus asesores. Aportaciones que debía haber tomado en cuenta para analizar a fondo el contexto y estar preparado para afrontar los cambios requeridos.

Por otro lado, lo definían como rígido e impulsivo y le faltaba la madurez para adaptarse a la realidad del trabajo y el contexto social de un país tan diferente como India.

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?

De entrada se debe ser consciente de la incertidumbre que siempre existe al abrir nuevos mercados, especialmente en tales como lo es la India. A esto hay que sumarle lo comentado en la pregunta anterior y es que curricularmente Napoli no tenía experiencia en la ejecución de planes de negocio y desde Schindler lo sabían. Éstas, son dos realidades que se debían tener en cuenta antes de evaluar a Napoli.

Analizando sus primeros meses, vemos que afrontó los siguientes desafíos:

a. Aprobación de los directivos indios de un ascensor no estándar, que requería una pared trasera de cristal.

b. Las presiones en los costes debido a los incrementos de los aranceles aduaneros sobre los componentes de ascensores importados.

c. Aumento de precios de transferencia de las líneas de productos de bajo costo importadas de las fábricas europeas de Schindler.

d. Las peticiones de piezas y especificaciones de diseños e ingeniería no eran atendidas por las plantas europeas de Schindler.

Personalmente creo que, aunque los desafíos eran importantes, Napoli no supo crear alternativas favorables para el negocio. Una cosa es el Business Plan previo que se realiza, pero otra muy diferente es la realidad con la que te encuentras. Napoli mostró una nula flexibilidad a modificar el plan trazado y eso seguramente le impidió aprovechar algunas de las oportunidades que, como se vislumbra en el caso, podía ofrecer el mercado de la India.

Por otro lado, seguramente por su juventud, vemos que le faltó liderazgo a la hora de implementar la visión, el sentido de urgencia y la claridad de objetivos a sus directivos indios.

En conclusión Napoli, como joven estratega, no tenía la experiencia necesaria para llevar a cabo los cambios que se requerían una vez quedó claro que el Business Plan debía modificarse en la implementación. La recomendación que le daría, por tanto, tiene relación con lo comentado: Ya no como estratega, sino como líder de ese proyecto debería ser más flexible y adaptarse a los desafíos que se le presentaran. Esa determinación en la toma de decisiones, junto con una mejor comunicación, hubieran ayudado a la vez a reforzar su liderazgo frente a los directivos indios.

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

Aunque representaba una pérdida económica para Schindler podría ser una gran oportunidad para abrirse mercado en India si es que la instalación se hacía bien y creo que se debía ejecutar la operación. Hay que tener presente que el cliente pertenecía al Gobierno Indio y eso podría abrirle puertas en el futuro.

Además, había otros factores clave: la liberación económica de India había revitalizado el sector de la construcción y, junto a él, el sector de los ascensores. Se requerían ascensores de mayor calidad, más seguros y tecnológicos y eso representaba una gran oportunidad para Schindler.

Por último, aunque la decisión de sus directivos era la acertada, Napoli debería darse cuenta que hay un problema de fondo y que su liderazgo no estaba funcionando. Si el equipo vio una oportunidad de negocio donde Napoli no la vio, deberían habérselo comunicado y Napoli haber tenido la suficiente flexibilidad y visión para ver la oportunidad que se estaba presentando.

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

Es un tema de comunicación. Una de los puntos esenciales de un líder es saber comunicar, ya que pasará gran parte de su día haciéndolo. Además de todas las acciones comentadas en los puntos anteriores, Napoli debería haber sabido transmitir la realidad contextual y diferente al Business Plan que se encontró en India con el fin de conseguir el apoyo desde la central y buscar juntos las soluciones requeridas para llevar a cabo el proyecto con éxito.

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