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Right man, wrong job

Introduction-
1-Deewakar Hansa - vice pressident of catalyst solution(consultancy)
2-Amit Roy - business head.
3-Dave - country head.
4-Keith - Asia pacific head.
5-Boss -who sits at London .
6- Commercial director.
7-David jones - business advisor to Dave.

Dave asked Deewakar hansa to hire Amit Roy because he knew that, hecould
turn around the fortune of the business. For xanites India was ontop priority
for outsourcing the call centre operation. Dave clearlymentioned that he needs
a business head who understands the Indianmarket properly. Dave thought
that it would be good to hire a skilledperson especially for the operation in
India. Amit Roy a guy had anexperience of 18 years in two different
companies. He was an activeperson who always motivates hi subordinate to give
their 100%. He waswell suited to the needs of xanites. After three months
Amit Roy joinedthe XANITES. Amit roy was not proving himself as the
organisation hadexpected. Amit Roy finds what exactly needs to be done but
after severaldiscussion and presentation nothing moved.

Deewankar hansa asked why?

Amit roy replied, they still wanted to know the Indian market and
culture.After sometime Amit Roy said to deewankar hansa , my boss Keith ,
thehead of Asia Pacific operations has agreed with the plan. But
sanctionshad to come from higher authorities. Keith spoke to lies boss who
made acall to commercial director and so on and our competitor had
alreadyimplemented. After seeing Amit Roy s sad face deewankar hansa
pickedup phone and spoke to no. of people that he has a very big plan
whatxanite needs. Some youth management told that we should implement
his ideas but old member as well as Asia pacific head told we couldn t run

that fast so tell him to be patient.

He was entrepreneurship in him but couldn t made it because of conflicts.

structures are easy to change but mind sets take longer .

Amit roys plans- he wanted to recruit 10,000 in each quarter

Justification- India has lots of good English speaker and computer

graduates which we can get at 1/10th cost as compared to U.S.

Amit roys decision was very fast and company was not used to that pace.
Company wanted 7 different person to examine and 12 differentpresentation
to occur by the time it would be implemented by othercompetitors.
Deewakar hansa stated that to make small move India we need to
takepermission from higher authorities. He thought that catalyst solutionwent
wrong in fitting Amit roy.
The hierarchal structure was matrix structure and a complex network ofpeople
and function. There were too many people and hence too manyrelationship to
be managed.
So ultimately it was very critical for Amit roy to continuously networkwith
each of these people and assure that his plan will nurture thebusiness in India.
Then finally Amit roy said Deewakar hansa I am not a right person for
thisjob and I did not know that decision making in this company would
be tough.
Next day when Deewakar hansa explained the situation to Dave hereplied i
understand he was very entrepreneurial for us, he wanted tomove at the pace
which business needed but we as an organisation wasnot ready for that pace.
But we have determined to correct some of thoseissues by bringing the lot of
younger people. The way we are today , thecompany culture is not conducive
for rapid growth.

Again Dave daughty explained body can t digest rich food on an empty
stomach

But after three years we will be ready for him and he will be ready for the

company.

At the end Dave thought that catalyst solution had hired a fantastic guy

for them and xanites had lost him.