Soren called me today, after asking me via Whatsapp if I am free for a short call. Soren and I have worked together in the past when he was EMEA manager for a German company.
In his present capacity as Business Development Manager, Soren has acquired a software security firm with offices in Tel Aviv and Mumbai. Soren is now driving the post-merger integration team, which is encountering resistance to the implementation of changes to supply chain directives. According to the directive, local purchasing cannot sign off on any purchase more than $100, with a monthly limit of $1000. Everything else must get a sign off from corporate finance, in Britain.
Sanjeev from the India purchasing team has agreed to implement the change, and yet, exception after exception keep piling up. Soren told me “this guy invents more excuses than anyone I’ve ever managed in my 25 year career”. Soren added, “Sanjeev often does not answer his phone when I need clarification”. Adina from the Israeli purchasing team has called the changes “pathological mistrust” and “micromanagement at its worst”. Adina has, strangely enough, complied, yet bad mouths the change and gives head office bad PR in the Israeli office. Adina sent an email to the Israeli staff saying that “I have been turned into a rubber stamp”.
I told Soren to speak with Sanjeev’s boss, who is probably lurking behind the resistance whilst Sanjeeb is the fall guy. Soren said, ‘it can’t be; he’s boss is so amenable”. So I asked Soren why he called me.
I told Soren that Adina’s resistance is only verbal and that over time, she will quiet down. The best way to gain her trust is to let execute the only right that Israelis demand-the right to complain.
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