1. Was Amanda Tremblay the right choice as general manager of CSS's Vietnam subsidiary?

Why

or why not? How does this relate to the selection/evaluation process that a company may use

to identify and prepare a candidate for an international assignment?

Discussing on the pros and cons of selecting Amanda Tremblay as to lead the new subsidiary Pros:

 CSS’s product offering was software-as-a-service(SaaS) and Tremblay had both technical as well as

managerial experiences

 During her first 18 months in the company, she had done competitive benchmarking and also market

analysis. This ensured McGraw to let her dig into CSS market prospects in Vietnam and analyse the

strategies to penetrate

 Tremblay was a great fit with the CSS culture because of her being energetic, competitive and focussed

with good interpersonal skills

 Even though she knew that the environment was traditionally a male-dominated society, she clearly

saw this as a great career prospect

 She took a bold step by selecting Nguyen Lanh Duc for the company’s business development role,

knowing that he sometimes lacked focus and attention to detail which are vital for this role

 She was a dynamic and flexible person. She worked for different cross-fuctional roles handling the

navigation of the complex regulatory requirements with the lawyers. She also made the pro-forma to

show the growth of the company in the upcoming years

 She was a team-player and held daily check-ins with her team to exchange reports on progress. This

shows her active and consistent participation with the team

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  Cons:

 According to her team, she was a quite impatient person and sometimes gets frustrated when each

and everyone in the team look up to her to make decisions that were within their scope of responsibility

 From above we can see that there are many pointers that states the advantage of making Tremblay the

lead and thus we believe that McGraw and Fiensted made the right decision

2. What should she do about the performance problems with internal technical consultants?

Internal consultants may be confronted with a completely different set of performance metrics and

expectations. Often, they have not encountered the opportunities and challenges associated with

working with clients from a variety of industries and business sizes/types, as well as under a variety of

project, timeframe, and budget constraints. Additionally, they may be evaluated using criteria that are

inconsistent with the previously discussed expectations. Their performance appraisal process and system

may evaluate them on factors specific to a department, work process, or area, rather than on those that

influence project-oriented behaviors. When performance appraisal metrics are not aligned with those of

a project assignment, the internal consultant is faced with a choice: whether to perform in a manner

that satisfies performance appraisal, and thus future employment, salary increases, and promotions, or

whether to satisfy the project's requirements. Again, a project manager who understands this dilemma

will be able to determine the best course of action for overcoming any resistance and integrating the

internal consultant into the project's goals and objectives.

Trembley is recommended to promote Diversity and inclusion in its workplace because Diversity of

thoughts would bring creativity and drive innovation, meet the needs of customers in new and exciting

ways & help to solve problem. Also, Trembley should provide training to internal consultants and fill the

technical consultant's position to make them productive and to avoid problems of customer frustration

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 with installation in the near future. It is because the company would be a new entrant in Vietnam and it

can't afford any customer complaint as it is in the phase of establishing its position in the market.

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