Henri Fayol published his experiences in Administration Industrielle et Gnrale that lead to the origin of principles of management.

Corroboratively, modern industrial management has a multitude of failed factors, which are responsible for effective and efficient management of today. One of our Swedish Customers, who designs axles and transmission systems for heavy trucks, had a roadblock in his process flow. The client originally had been using a powerful design tool called CATIA V4 released by Dassault systemes. Due to technological advancement and demand for user friendly design software, Dassault systemes released a new tool called CATIA V5 and urged users to benefit from the new product. The client started migrating his data from CATIA V4 to CATIA V5 with a view to maintain a single design platform. While doing so, he observed many key features and design intents were failing. To help rectifying the problem, Geometric Global limited was called for. As a part of company to provide solution to the problem, Geometric allotted this project to me as a pilot. With two exclusive teams containing experts from V4 and V5, I started studying the issue. Initially the solution seemed to be bleak. There was no convergence to nail the problem. With multiple approaches to tackle the issue, finally a ray of hope seemed to appear. Working extensively on this pale possibility, I was able to narrow down the problem and point the exact cause of the failure. The next step was to provide a solution to the problem. Since V4 was becoming obsolete, client insisted us to provide a solution in V5. With extensive and exclusive research, I was able to drive the team to arrive at a solution that retains the key features and sustains the design intent after migration. This solution was briefed to the client and we procured more similar tasks. Things were going fine until one of his supplies was delivered with a major flaw. A particular component required a translation and then processed with the proposed solution. The component was required to be moved a certain distance heading positively in the Y direction of a co-ordinate system. Since my team was not proficient with the translation module, a hand of an expert in translation module was made use of. The proposed solution was then applied to the translated model. After my team worked for a solid 150 man hours, the model was delivered anticipating an appreciation from the client. However, I got the feedback from the client saying that the component was moved correctly but in negative Y direction. This reflected my negligence and over confidence in inspecting the job before delivery. The general trend for any company to procure big clients is to prove the talent and competency of its employees and to convince the client of the companys capability. When an opportunity was given to me to impress the client, my negligence costed me the future projects. Although, the client appreciated the proposed solution, ignorance and inefficient inspectional methods, withheld a big chunk of projects that was to be outsourced. I learnt few lessons after this project. Irrespective of proficiency and competency of a resource in executing a task, quality inspection must not be forfeited. To err is human. When Thomas Alva

Edison was questioned about his 2000 failures to invent a bulb, he replied that he knew 2000 reasons why a bulb cannot be invented. Failures are the stepping stones to success. When we fail to accomplish, we learn why did we fail and how did we fail. Thus, we experience and establish the reason and process for failure. Experience is the father of wisdom. The efforts of experienced theorists have gradually resulted in modern activities of business management and administration.