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Clayton Industries Inc Peter Arnell Country Manager for Italy Case Solution

Solution Id Length Case Author Case Publisher
2670 1874 Words (7 Pages) Christopher A. Bartlett, Benjamin H. Barlow Harvard Business School : 4199
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Clayton industry was a well-known reputed firm in Italy that was operating in other parts of the world too. The company met some great challenges and got a severe downfall. This situation was very alarming for the organization as this could shut down the shutters of the company. However, in such crucial times, there was one person who bought the drowning ship of Clayton Industries to shore, and he was no one else but Peter Arnell. Arnell took some very innovative and helpful steps that came up to be very healthy for the organization. Peter Arnell was the head of British subsidiaries, and he was 42 years old. He expanded his network of Clayton from four distributors to 14 distributors in the UK and Ireland. Due to the hard work of Peter Arnell, he was promoted to the head of the company for four-year terms in 2002. Now he had greater responsibilities on his shoulders. She handed over the responsibility of Clayton SpA to Arnell. One of his qualities of Arnell is that he never misses out on any opportunity. That is what makes him a unique and true leader. Arnell is one of the best examples of a true and passionate leader who took bold and risky steps to bring back his company on the road to success.

Following questions are answered in this case study solution

  1. How would you grade Peter Arnell’s first two months as subsidiary general manager in Clayton SpA? 

  2. Which plan of action should Arnell recommend to Dan Briggs and Simonne Buis when they visit Brescia next week? 

  3. What are the personal preferences, strategic motivations, and organizational biases that Arnell must understand as he presents his plan of action to Briggs and Buis when they visit Brescia next week? 

  4. With this understanding of the strategic options and the organizational constraints, how would you go about convincing your two bosses to support your preferred plan of action? 

  5. What were the implications of Buis’s choice of Arnell to take over as the GM of Clayton SpA?

Case Analysis for Clayton Industries Inc Peter Arnell Country Manager for Italy Case Solution

1. How would you grade Peter Arnell’s first two months as subsidiary general manager in Clayton SpA?

Peter Arnell is a man of determination, the one who sticks by the legal rules and does not step against the boundaries, but some of the immediate steps that were taken by him could have been very alarming for the company's and his own reputation. Arnell took some very innovative and helpful steps that came up to be very healthy for the organization. There is no doubt say that Arnell worked with all his devotion, but when it comes to business, then one must be aware of the political conditions and keep them into consideration because it is extremely important that there must be friendly relations between the company and its surrounding organizations. Peter Arnell's step of firing four of the senior managers was a risky step that later on proved to be very harmful for the organization as the media started questioning him the next day. Peter Arnell was the head of British subsidiaries, and he was 42 years old. He expanded his network of Clayton from four distributors to 14 distributors in the UK and Ireland. Due to the hard work of Peter Arnell, he was promoted to the head of the company for four-year terms in 2002. Now he had greater responsibilities on his shoulders. The closing of the old Corliss boiler plant was one of the major and sensitive steps that were taken by Peter Arnell. He emphasized the managers to first develop an understanding of the market of the UK, which is a very initial step for the development and growth of business in that particular region. Buis was greatly impressed by the bold and confident steps that were taken by Arnell that now she handed over the responsibility of Clayton SpA to Arnell. He asked for a sixty days analysis of the entire situation, but he did not have enough time as some of the immediate steps brought him into trouble. Peter Arnell's step of firing four of the senior managers was a risky step that later on proved to be very harmful to the organization, but overall his selfless services to the company were remarkable. Hence he must be graded 7 on 10 because when it comes to individual performance, so he was in no doubt one of his own kind.  

2. Which plan of action should Arnell recommend to Dan Briggs and Simonne Buis when they visit Brescia next week?

Dan Briggs and Simonne Buis both had a lot of expectations from Arnell because, according to their observation Arnell was the only one person there who could completely change the situation of the company. Hence Arnell did accordingly and made three bold decisions. 

The very first step that Arnell took was conducting the internal conference within the organization because he knew the importance of internal unity, and he wanted to erase all the communication gaps among the employees. He believed in working together as one team; hence this step came up to be very beneficial for the organization.

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