Disianzo Case

A) Basically, DiSianzo did a good job in her decision making process in determining whether to accept the position or not. However, had she conducted more due diligence related to the position, it would have uncovered additional facts regarding the leaderships team's attitude and the growing potential competition from a company in China.

These additional facts might have made a difference in whether to accept the position. Merely, interviewing the existing management team, in the same way she interviewed Werner H would have gave her a better understanding of the problems facing PM. Plus, she needs to weigh-in on the fact that there were 13 GMs over a 19 year period. Is this fact relevant to her assessment?

B) Covered sufficiently by Dave L.

C) There were risks to DiSanzo's career associated with her failure to uncover problems that existed at PM. First, the leadership team and the employees at PM felt that there was no need to change the way the company operated. They had the mindset that they "controlled the paradigm." This was a culture and an attitude that she would have to overcome in order to avoid risking failure.

Second, there was growing competition the marketplace that could threaten PM's market share long-term. Low-end products from a Chinese company could at some point make inroads into the developed market. Thus, the prospect for erosion of PM's market share is something that she is dimly unaware of at the beginning of the case study.