As Luc Bonnard, how would you evaluate Silvio's first seven months as general manager of the Indian company? What advice would you offer?

Even though there were negative attributes with Silvio's performance, it is worth saying that he also showed very positive performance on some occasions. For instance he was very logical in selecting his management team. His plan was well thought since he understood the kind of environment he was working in. It was therefore wise for him to select his team from a pool of experienced candidates identified by Egon Zehnder. Starting with 42 year old Kara Singh as the managing director, to 33 year old Jujudan Jena who was recruited for the position of chief financial officer, it was wise of him to pick a team of experienced individuals to help him since he lacked the experience. This team would help show the right way by which the company was to follow. Considering the fact that the selected team was from India, they had a clue on what to expect and would therefore provide the best advice.Most importantly, he had a reason for the selection of every member of the team. For instance when picking the chief financial officer, he said "You try to see whether the character of the person is compatible with yourself (Fagan, Yoshino & Bartlett). This is an indication that he did not just choose blindly but was looking at very important characteristics. He is justified to do so because if you choose someone that you are not compatible with, it might be difficult to make decisions. A compatible team ensures that there is trust amongst the members and most importantly good relationship or cohesion. Without trust, members will all be in differences and poor working relationships is the last thing one would need for such a company with high expectations.It was also a positive initiative for Silvio to hold a meeting with his teammates to introduce them to one another so that they could know who they were working with. Meeting also helps bring about one on one communication among team members and thereby developing trust among the members. It is through this meeting that members could also share views on how to run the business. Silvio also had the desire to get views from the management team rather than solely relying on his own ideas. Considering that these were people who were to help run the company, it was important that buy-ins from the team were added to Silvio's business model right from the word go.On a negative point of view, it was wrong for him to relocate his family when he was supposed to start his work in India. The best option would be for him to either move the family after he had established the company and it had started running or he would have moved the family prior to his commencement of work. There was so much time lost dealing with family issues like the accidents his children had gone through leave alone spending so much time looking for a good place to live. This time could be dedicated to working at the company. Because of his family problems: his child getting cut on the forehead, his wife suffering from food poison and his son breaking his leg made him unsettled and therefore he could not concentrate on his work. There was no single goal that was well executed because her was not settled.He also ought to have accepted to make alterations when the market required that the business plan needed to be altered. The problem with Silvio was that he was so determined to go by his business plan even when it was so obvious that it won't work. For instance his plan suggested that there would be no customization of products. On the other hand, customers reveled that there was no way the standard product line was going to be accepted for the initial orders received by Schindler India.The best advice I would give the company is for its management to reevaluate Schindler India's business plan. From there, Silvio will have to gain the teams respect and support for the business to run smoothly. The culture back in Switzerland was that you had to respect your leader. This is the reason as to why Silvio earned respect from the company's employees regardless of how tough he was. The situation in India is however different; Silvio has to make sure that he is respected by the management team. His "worrier" style of management was not doing him any good in India. Perhaps it was time that he learned the "monk" attributes for him to earn the respect of team members.