INTRODUCTION (CASE FACTS)Robert Schindler founded Schindler in Switzerland in 1874. They were producing elevators fifteen years later. By 1998, Schindler was the technology leader in elevators and the number one producer of esclators in the world. Although the first Schindler elevator was installed in India India in 1925, it was in 1958 that Schindler entered into an agreement with ECE for long term distribution. In 1985, it terminated that agreement and entered into a technical collaboration with Bharat Bijlee Ltd (BBL). It had a 12% equity stake in BBL and it supported the local company to become number 2 player in Indian elevator market. The present successor Alfred Schindler in 1995 spent several weeks travelling 3000kms in India and saw huge growth potential; India could be the second China. In late 1996, collaboration with BBL ended and Schindler began considering options to establish its own operations in India.Silvio Napoli joined Schindler in Switzerland and reported directly to the CEO as the head of corporate planning. In 1995, he took on the Swatch project with the goal to develop a standardized elevator at a dramaticallty lower cost than the existing customized products. He redesigned the entire supply chain and planned to outsourse cosre tasks in order to get the costs down and half the cycle time.Meanwhile when the deal with BBL broke down, Schindler on consulting BCG learnedthat it was legally feasible to start a 100% wholly owned company in India. Napoli was given the task of exploring the option and later was offered a role of creating the Indian subsidiary. Napoli accepted the offer and shifted to India. He gradually began recruiting for his top positions. MK Singh was hired as the MD. TAK Matthews as the head of field operations and Ronnie Dante as the general manager for engineering. Though Napoli was considered tough and aggressive by his team members but he was also considered a good task master and people respected him.