Executive summary

If the three manager involved did not come together and work as a
team, then the new Custom Manufacturing process would not go as
smoothly as planned and this can cause not only internal problems but
also problems with closing the deals with clients and losing money.
Another thing at stake was the fact that the three managers were
really good at what they did, so there was a high risk of losing them to
other competitors.
The main reason why these conflicts were coming up in the company
was because each of the three managers had different working styles
and beliefs. Also to an extent some felt that their working styles were
undermined. For Ananth, he felt like he was not getting enough
information about what was happening around the company from the
other two managers and felt like those managers were not being
transparent and were more interested in their own previous working
styles. Grundy felt like his style of doing things were misunderstood
and even went as far as wanting to have his own division carved out so
he can run it in his own style as he felt like he had less influence in the
company. Scherrer-Pangka was very passionate about building close
relationships with clients, but she felt like the company was moving in
totally different direction from her. Also according to our observation of
the organizational chart, a possible issue for Scherrer-Pangka could be
the fact that she is on the same line of authority as Ananth and having
to report to him. For Fernandes this was a challenge because this was
his first major project outside McKinsey and he wanted to have it go
smoothly and how not to lose these three managers.
The approach of Fernandes should be to walk into the meeting and first
introduce each manager to each other as a facilitator since they all

lack communication amongst themselves. Then he should let them

voice their opinions and desire for the company, in what direction they
feel would make the company go forward, that way the three
managers will feel like they are part of the companys goals going into
the future. Fernandes should state the companies long term goal of
integration and let the managers know that each of them are vital to
making this process work effectively. Also ask what their expectations
are and how it can be integrated into the companies objectives, this
would make them feel important.
Steps to achieve long-term goals
1.get takeaways from the meeting and try to integrate each managers
opinion into the companys vision.
2. Using this information he should re-organize the organizational
chart, giving Ananth a higher position while Grundy and ScherrerPangka are on the same line of the organizational chart and giving
them more responsibilities. This change in organizational chart would
better clarify each managers role in the company.
3. Establish a meeting between the managers every three months to
bring about more synergy amongst them.
4.Make it clear that the company is open to managers opinion with
respect to the growth of the company and also all decisions for global
business must be presented to all managers for deliberation.

Ajay Piramal
(Chairman,
NPIL)
Michael
Fernandes
(Executive
Director CMO
Group)
R.
Anathanarayan
an (Director
Global
Business)

6 people

Ian Grundy
(Eurpean B.D.
& Manager)

Wen Lung Ye
(Manager B.)

Veronica
ScherrerPangka (PDS
B.D. Unit)

Ajit
Mahadevan
(PMS B.D. Unit)

PDS
Labotatories

PMS
Laboratories

PDS
Manufacturing

PMS
Manufacturing