Prysmian Group in Asia Pacific: Implementing strategy

• Main Authors: VENZIN, Markus, BARDOLET, David, ZERRILLO, Philip C., CHAN, Chi Wei
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2017
• Subjects: Transformation; customer centric; strategy implementation; change management; leadership; culture; Asian Studies; International Business; Strategic Management Policy
• Online Access: https://ink.library.smu.edu.sg/cases_coll_all/181; https://cmp.smu.edu.sg/case/2701
• Institution: Singapore Management University

The Prysmian Group is a leading global cable manufacturer based in Milan, Italy. Although dominant in Europe and other areas, it has been struggling to improve its market share in the Asia Pacific region. Its competitors are small family-owned businesses that operate within their individual countries in the region. Unable to execute its strategy practised in other regions\342\200\224of acquiring companies and streamlining their operations\342\200\224in Asia, Prysmian management decides on a business strategy of improving cooperation within business units and becoming more customer-centric. The three regional leaders in APAC, Luigi Migliorini, CEO of Prysmian China, Frederic Grosse, CEO of Prysmian ASEAN and Frederick Persson, CEO of Prysmian Australia & New Zealand had just completed a strategy meeting in the Singapore office and all understand that the key to implementing the business strategy is its human capital.\302\240 This case is targeted for participants who are interested in understanding the human capital challenges associated with implementing a business strategy for a multinational corporation. After the session, the students will be able to describe the challenges associated with change in a multi-national corporation, and determine how human capital can impact the implementation of strategy.