The chief operating officer at Cambridge Cooling Systems (CCS), based in Cambridge, Ontario, was helping his senior team prepare for two conference calls, with Italy and India, where CCS had foreign subsidiaries. At first glance, the chief issue with Italy seemed to be a lack of response from the managing director for Europe to detailed questions posed by project management for CCS. The issue with India seemed to be an inability to issue and stick to sales goals, and the Cambridge project manager wanted to speak about this with the managing director for Asia as soon as possible. However, further analysis revealed issues with how the headquarters in Cambridge had been managing its subsidiaries. Communications had broken down, and a conference call or two would not resolve the problem.
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