SCHNEIDER ELECTRIC INDIA: LEADERSHIP CHALLENGES

SCHNEIDER ELECTRIC INDIA: LEADERSHIP CHALLENGES 

Professor Abinash Panda, Professor Anshul Jain, and Samir Mishra wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com. Copyright © 2017, Richard Ivey School of Business Foundation Version: 2017-03-07 Late in the month of May 2015, Samir Mishra was walking the short distance from his air-conditioned cabin to the nearer of the twin sheds that housed the assembly lines of the Schneider Electric plant at Rudrapur. Mishra had called a meeting with his plant managers to review the progress on their production targets. As the plant director, he had received a request from the head office at Bangalore fifteen days earlier, asking him to produce 27,000 units of a popular inverter brand for the month of June. The original target of 5,000 units, set two months previously, had unexpectedly been raised to 7,000 just a month ago, and since the Rudrapur operation was already struggling just to deal with that change in its original production target, this latest order represented a massive challenge both for the plant and for its director. \

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