Mini Case 10.3: Starting off on the wrong foot Racy (name disguised), a multinational automotive supplier, won a tender to supply components to a US-based auto manufacturer. Local production of parts in Brazil, South Africa, and Thailand was requested. Racy had facilities in the first two countries but the Thailand plant had to be built up. Racy had a facility in Malaysia and planned to use Malaysian resources to the improve Thai facility. The US client handled the project through its purchasing department in Australia. To be close to the customer, Racy decided to locate the project base in Australia as well. Australia has the additional advantage of sitting right in between Malaysia and Brazil from a time zone perspective. As Racy was short of qualified staff in Australia, it transferred a project manager from India to Australia. The new project started with a kick-off meeting in Australia. At Racy, such a meeting typically takes two days. The Malay project members, however, left prematurely complaining to a corporate project management facilitator about the project manager. What had happened? The Indian project manager, technically highly capable, but without any international leadership experience, introduced himself with: I am the king. In my local language, my name stands for king. I stem from the highest caste in India. Then he requested input from the Malays in a brainstorming meeting that the Malays were not prepared for. The Malays had the suspicion that the project manager had deliberately not briefed them before the kick-off meeting to make them look dull in front of their Australian colleagues. They were afraid of getting fewer tasks assigned at the kick-off workshop than the other sites. Fewer tasks meant a lower income for their local site, translating into less importance and fewer jobs. The Malays wanted to discuss their concerns with the Indian project manager. However, they had the impression that he was too arrogant to listen. So the Malays gave up and returned to their subsidiary, leaving the project manager puzzled. What was going on? Certainly, this was the worst project start one could imagine. The external facilitator who the Malays had turned to suggested a second kickoff meeting, this time facilitated by her. Question : If you were the facilitator, what would you do to get the project back on track?.

1. Mini Case 10.3: Starting off on the wrong foot
Racy (name disguised), a multinational automotive supplier, won a tender to supply
components to a US-based auto manufacturer. Local production of parts in Brazil,
South Africa, and Thailand was requested. Racy had facilities in the first two
countries but the Thailand plant had to be built up. Racy had a facility in Malaysia
and planned to use Malaysian resources to the improve Thai facility.
The US client handled the project through its purchasing department in
Australia. To be close to the customer, Racy decided to locate the project base in
Australia as well. Australia has the additional advantage of sitting right in
between Malaysia and Brazil from a time zone perspective. As Racy was short of
qualified staff in Australia, it transferred a project manager from India to Australia.
The new project started with a kick-off meeting in Australia. At Racy, such a
meeting typically takes two days. The Malay project members, however, left
prematurely complaining to a corporate project management facilitator about the
project manager. What had happened?
The Indian project manager, technically highly capable, but without any
international leadership experience, introduced himself with: I am the king. In my
local language, my name stands for king. I stem from the highest caste in India.
Then he requested input from the Malays in a brainstorming meeting that the
Malays were not prepared for. The Malays had the suspicion that the project
manager had deliberately not briefed them before the kick-off meeting to make
them look dull in front of their Australian colleagues. They were afraid of getting
fewer tasks assigned at the kick-off workshop than the other sites. Fewer tasks
meant a lower income for their local site, translating into less importance and fewer
jobs.
The Malays wanted to discuss their concerns with the Indian project manager.
However, they had the impression that he was too arrogant to listen. So the Malays
gave up and returned to their subsidiary, leaving the project manager puzzled. What
was going on? Certainly, this was the worst project start one could imagine.
The external facilitator who the Malays had turned to suggested a second kickoff
meeting, this time facilitated by her.
Question :
If you were the facilitator, what would you do to get the project back on track?