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Harvard Case - Learning to Lead in China: Antonio Scarsi Takes Command

"Learning to Lead in China: Antonio Scarsi Takes Command" Harvard business case study is written by William A. Fischer, Rebecca Chung. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Feb 2, 2007

At Fern Fort University, we recommend that Antonio Scarsi adopt a transformational leadership style focused on building a high-performance culture within the Chinese subsidiary. This will involve fostering employee engagement through open communication, empowerment, and recognition, while simultaneously implementing strategic change management practices to address the challenges of cultural differences, operational inefficiencies, and market demands. This approach will require a strong emphasis on cross-cultural communication, team building, and talent development to ensure the long-term success of the Chinese subsidiary.

2. Background

This case study follows Antonio Scarsi, a seasoned Italian executive, as he takes on the role of General Manager for the Chinese subsidiary of an Italian manufacturing company. The subsidiary, established 10 years prior, is struggling to achieve profitability and faces numerous challenges, including:

  • Cultural differences: Significant cultural differences between Italian and Chinese employees create communication barriers, impacting team dynamics and collaboration.
  • Operational inefficiencies: The subsidiary's manufacturing processes are outdated and inefficient, leading to production delays and higher costs.
  • Market challenges: The Chinese market is highly competitive, and the subsidiary struggles to differentiate its products and gain market share.
  • Lack of leadership: The previous General Manager lacked the cultural sensitivity and leadership skills necessary to effectively manage the Chinese team.

The case highlights the complexities of leading a multinational subsidiary, particularly in a culturally diverse environment like China. Scarsi's success depends on his ability to navigate these challenges and build a high-performing team capable of achieving profitability and growth.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational behavior, leadership, and change management.

  • Organizational Behavior: The case highlights the impact of cultural differences on organizational culture, team dynamics, and communication patterns. The lack of cultural sensitivity from the previous General Manager led to low employee morale, resistance to change, and ineffective decision-making.
  • Leadership: Scarsi's leadership style will be crucial in addressing these challenges. He needs to adopt a transformational leadership approach that focuses on inspiring and motivating employees, building trust, and encouraging innovation. This will require strong interpersonal skills, emotional intelligence, and cross-cultural competence.
  • Change Management: Scarsi must implement a strategic change management plan to address the subsidiary's operational inefficiencies and market challenges. This will involve identifying key stakeholders, communicating the vision for change, building buy-in, and managing resistance.

4. Recommendations

To address the challenges faced by the Chinese subsidiary, Antonio Scarsi should implement the following recommendations:

1. Build a High-Performance Culture:

  • Foster Open Communication: Encourage open communication channels between Scarsi and employees, including regular meetings, feedback sessions, and informal interactions. This will help build trust and create a more inclusive environment.
  • Empower Employees: Delegate responsibilities and empower employees to make decisions, fostering a sense of ownership and accountability. This will also encourage creativity and innovation.
  • Recognize and Reward Performance: Implement a performance management system that recognizes and rewards employees for their contributions, fostering a culture of excellence and motivation.

2. Implement Strategic Change Management:

  • Develop a Clear Vision: Clearly articulate the vision for the Chinese subsidiary, emphasizing the importance of profitability, growth, and market leadership.
  • Communicate Effectively: Communicate the vision and the planned changes clearly and transparently to all employees, addressing concerns and fostering understanding.
  • Involve Employees: Involve employees in the change process, seeking their input and ideas. This will increase buy-in and reduce resistance.
  • Provide Training and Development: Invest in training and development programs to equip employees with the skills and knowledge necessary to adapt to the new operating model.

3. Enhance Operational Efficiency:

  • Review and Improve Manufacturing Processes: Conduct a thorough review of the manufacturing processes and identify areas for improvement. Implement lean manufacturing principles to reduce waste and improve efficiency.
  • Invest in Technology: Invest in new technology to automate processes, improve quality control, and enhance productivity.
  • Optimize Supply Chain: Streamline the supply chain to reduce lead times and improve inventory management.

4. Focus on Market Differentiation:

  • Develop a Strong Brand Identity: Develop a strong brand identity that resonates with Chinese consumers, differentiating the subsidiary's products and services from competitors.
  • Conduct Market Research: Conduct thorough market research to understand the needs and preferences of Chinese consumers.
  • Develop Innovative Products and Services: Invest in research and development to create innovative products and services that meet the evolving needs of the Chinese market.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with the company's mission to provide high-quality products and services while achieving profitability and growth.
  • External customers and internal clients: The recommendations focus on meeting the needs of Chinese customers while creating a positive work environment for employees.
  • Competitors: The recommendations aim to differentiate the subsidiary's offerings and position it for success in the competitive Chinese market.
  • Attractiveness: The recommendations are expected to lead to increased profitability, improved efficiency, and enhanced market share, making the subsidiary a more attractive investment.

6. Conclusion

By adopting a transformational leadership style, building a high-performance culture, and implementing strategic change management practices, Antonio Scarsi can overcome the challenges faced by the Chinese subsidiary and drive its success. This will require a commitment to cross-cultural understanding, employee empowerment, and continuous improvement, fostering a culture of innovation and excellence.

7. Discussion

Other alternatives not selected include:

  • Maintaining the status quo: This would likely lead to continued underperformance and eventually, closure of the subsidiary.
  • Replacing the entire workforce: This would be a drastic and disruptive measure, potentially leading to significant legal and ethical issues.

The key assumption underlying these recommendations is that Scarsi has the commitment and skills necessary to implement the changes effectively. This will require strong leadership qualities, emotional intelligence, and a willingness to embrace cross-cultural management.

8. Next Steps

The following timeline outlines the key milestones for implementing the recommendations:

  • Month 1-3: Conduct a comprehensive assessment of the subsidiary's operations, culture, and market position.
  • Month 3-6: Develop and communicate a clear vision for the subsidiary, outlining the strategic goals and planned changes.
  • Month 6-9: Implement key changes, including process improvements, technology upgrades, and talent development initiatives.
  • Month 9-12: Monitor progress, make adjustments as needed, and celebrate successes.

By following these recommendations and taking decisive action, Antonio Scarsi can lead the Chinese subsidiary to profitability and growth, ensuring its long-term success in the dynamic Chinese market.

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Case Description

This case, presented in an interesting cartoon format, describes the first week after Antonio Scarsi (disguised), an expatriate executive, takes on the role of CEO in a poorly performing and demoralized domestic Chinese company. Although Antonio had extensive China experience, including considerable language capabilities, he knew little about this company, in which he was the only non-Chinese employee, and had never before worked outside of the support network of a major multinational corporation. He aimed to turn around the company in six months. His challenge was how to learn about the firm as quickly and effectively as possible and signal his intentions to revitalize it to the employees. This case might be used in conjunction with the case titled Michael Faye Goes To China (IMD322). Together the two cases focus on the theme Learning about Leading in China, and encourage participants to consider the very different learning styles and common leadership traits of two expatriate executives facing compelling managerial challenges in growing their Chinese business. The cases stimulate participants to reflect on: 1) what their own leadership and learning styles are like, and their implications; 2) what they could do to become more effective and efficient leaders and learners in any new assignment; and 3) how to learn from one another during class discussion.

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