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-of acquiring companies and streamlining their operations-in 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. 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.

Luigi Migliorini, CEO of Prysmian China, Frederic Grosse, CEO of Prysmian ASEAN and Frederick Persson, CEO of Prysmian Australia & New Zealand were discussing ways of increasing business in APAC. Prysmian is seeking to make the APAC region a second home market for the group. Previously, the APAC region had been neglected as Prysmian had concentrated on Europe. However, there are several challenges facing the management team. The tried and tested method of acquiring companies and streamlining their processes was difficult to replicate in APAC because competitors tended to be small and privately owned. Internally, the centralised decision-making structure made Prysmian slower than its competitors in providing quotes and rolling out products. Its scattered manufacturing plants worldwide also made intercompany transactions more important. Communications over product specifications and availability had to be made in a timely manner. Additionally, the diverse nature of individual countries and industries in APAC had resulted in niche product opportunities, but made operations more difficult. Still, APAC was a growth region and future infrastructure investments would require various types of cables. The three regional leaders had to devise a strategic approach for Prysmian to grow in APAC. Participants will learn that changing the culture of a multinational corporation is difficult but can be achieved by addressing the company's human capital in terms of talent, leadership, culture, and structure.