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, he
could turn around the fortune of the business. For xanites India was on
top priority for outsourcing the call centre operation. Dave clearly
mentioned that he needs a business head who understands the Indian
market properly. Dave thought that it would be good to hire a skilled
person especially for the operation in India. Amit Roy a guy had an
experience of 18 years in two different companies. He was an active
person who always motivates hi subordinate to give their 100%. He was
well suited to the needs of xanites. After three months Amit Roy joined
the XANITES. Amit roy was not proving himself as the organisation had
expected. Amit Roy finds what exactly needs to be done but after several
discussion 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” , the
head of Asia – Pacific operations has agreed with the plan. But sanctions
had to come from higher authorities. Keith spoke to lies boss who made a
call to commercial director and so on and our competitor had already
implemented. After seeing Amit Roy’s sad face deewankar hansa picked
up phone and spoke to no. of people that he has a very big plan what
xanite 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 different

presentation to occur by the time it would be implemented by other
competitors.

Deewakar hansa stated that to make small move India we need to take
permission from higher authorities. He thought that catalyst solution
went wrong in fitting Amit roy.

The hierarchal structure was matrix structure and a complex network of

people and function. There were too many people and hence too many
relationship to be managed.

So ultimately it was very critical for Amit roy to continuously network

with each of these people and assure that his plan will nurture the
business in India.

Then finally Amit roy said Deewakar hansa ‘I am not a right person for this
job’ and I did not know that decision making in this company would be
tough.

Next day when Deewakar hansa explained the situation to Dave he

replied ‘i understand he was very entrepreneurial for us, he wanted to
move at the pace which business needed but we as an organisation was
not ready for that pace. But we have determined to correct some of those
issues by bringing the lot of younger people. The way we are today , the
company 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.