Silvio Napoli Summary - Case Study Example

Silvio Napoli CASE SUMMARY Silvio Napoli Case Summary Silvio Napoli a 33 old, Harvard graduate was working as the head of corporate planning; when he was offered an opportunity to set up a new organization for Schindler in India (Flagan, Yoshino & Bartlett, 2006). Silvio Napoli was appointed in an organization where the power distance was very clearly defined (Hofstede, 2013), and people were used to being respectful and fearful of the people on the top. The case centers on Napoli’s designation to India and the challenges that he faced there while setting up the organization from scratch.

The problem in the whole case is Napoli’s attitude which is very rigid and uncompromising (2013); in a culture, with which he isn’t even fully aware. Being a general manger, he should understand the difference between being disciplined and over burdening and suffocating to the other team members and employees (Sullivan, 2013). Napoli needed to show Flexibility according to the culture and needs of the country in which he was trying to set up business. Schindler made the right choice in sending Napoli to India, as they wanted someone young and innovative in approach to be there as compared to a veteran, as they wanted him to take bold decisions.

As Napoli himself recalls that it was an ideal opportunity, but not an ideal situation given to him to adapt and make a bright career for himself; “Mr. Napoli, if you fall on your face here you are finished! But if you succeed, you will have a very nice career” (Flagan, Yoshino & Bartlett, 2006). Napoli was young and energetic and knew the project from scratch. He had been conducting research into the Indian market and was also important in terms of social capital as he understood the market and prospects better, for he had travelled to India three times for the project (Flagan, Yoshino & Bartlett, 2006).

Napoli even demonstrated inflexibility in the business plan when he did not leave room for any customization allowance leading to the major problem faced in terms of Indian market; where there was constant demand for customization (Flagan, Yoshino & Bartlett, 2006). He should have been flexible and insightful to change (Sullivan, 2013) and should have tried to find out why glass wall elevators were being ordered? Napoli demonstrated good managerial skills when he hired a local management team who were fully aware of the local business cultures and market; at the same time displaying that he had no faith in the choices they made (Sullivan, 2013) and got angry when they accepted an order for glass wall elevator.

He should display trust for his management team and be a team player (Vercillo, 2009). Napoli ought to allow for the minor glass modifications required and allocate special budget for it, since it appears to be important for the Indian customers to have elevators with glass wall. He should allow room for change which will lead to customer satisfaction and repeat customers (2013). Schindler should look into the Indian market more closely and determine the product preferred by the market and stop selling standardized products.

As what works well in one culture doesn’t necessarily work well in the other. Also, sometimes going beyond the normal can lead to a display of higher performance (Sullivan, 2013).ReferencesFlagan, P. L. Yoshino, M. Y. and Bartlett, C. A. (2006), ‘Silvio Napoli at Schindler India (A)’, Harvard Business School. Available at: www.glc.cz/data/gallery/Cases/Silvio_Napoli_at_Schindler_India.pdf (last accessed January 24, 2013).Hofstede cited in ‘Power Distance Index’ (2013), Clearly Cultural.

Available at: http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/ (last accessed January 24, 2013).Sullivan, J. (2013), ‘The Ten Characteristics of Outstanding GMs’, Sullivision. Available at: http://sullivision.com/node/132 (last accessed January 24, 2013).Vercillo, K. (2009), ’10 Good Traits and Characteristics of a Successful Manager’, Kathrynvercillo. Available at: http://kathrynvercillo.hubpages.com/hub/10-Traits-of-a-Successful-Manager (last accessed January 24, 2013).

‘What are the Characteristics of a Really Excellent Manager’ (2013), One Effective Management. Available at: http://oneffectivemanagement.wordpress.com/2008/08/28/what-are-the-characteristics-of-a-really-excellent-manager/ (last accessed January 24, 2013).