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What should be done?

Waterhouse should consider finding somebody from his existing European executives as the change champion, who should
has European and North American culture background and multinational merging & acquisition experience before.

Why should it be done?


First, we know that the aim of creating the seamless European team is to facilitate communication among the different
European suppliers in order to achieve considerable cost reductions and quality improvement. But two years is not enough
time to achieve that goal, even for an expertise with enough European culture background and fully understanding current
European operation. Donaldson is an expatriate and will need more time. So this two-year assignment put too much time
pressure to him, which cause many complaints about tight schedule.

Second, Donaldson is not a suitable candidate for this project because of his poor preparation and lack of awareness for
European culture which causes major communication problems.
Language barrier is one of the reasons. For example, after one year in Zurich Donaldson sill can not manage a decent
greeting by Swiss German except in Arabic.
Major difference in the social etiquette pertaining to business between Europe and North America. European staff regarded
his as Arbeitstier and don't understand why he rather prefer having a sandwich in his offer than joining them for a leisurely
lunch in the canteen.
Managing and motivating people with vastly different cultural values and attitudes requires variations in management
styles, systems, and practices, as well as leadership. Donaldson's MBWA was not appreciated by his European colleague
and they do not understand why he can not think to find out solution himself instead of kept asking their suggestions, ideas,
plans.

The last but not least, Donaldson's family reason might distract his attention from his job. His wife can not adapt to Zurich
living environment and his eldest daughter also has serious problem with school. The best solution for his family problem
seems to be back to US.

How should it be done?


First, Waterhouse should find a suitable change champion from his existing European executives for this cross-divisional
team building program, who must has European and North American culture background and multinational merging &
acquisition experience before. Before found this person Waterhouse have to take over to build this cross-functional team
himself.
Second, Waterhouse should offer Donaldson a choice: either leave for the sake of his family reason, or stay as a consultant
not leader because at least his professional training expertise is helpful.
Third, the new change agent should be closely coached with Waterhouse and given more power and support from US and
European side. Building an appropriate measurement system for future evaluation is necessary.
Forth, a comprehensive survey must be completed before any action to find out what the problems is in company, thus
action plan can come out based on it

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