Reference no: EM133315651

Case Study: In the late 2010s in Asia, ABC Consulting, a global consulting firm, was hired to implement several applications for a new major company. I was assigned to the Customer Care Department of the project. I was, in other words, the liaison between our organization and the client's. After a review of the project requirements and because of the magnitude and complexity of the project, the client's company requested that we bring as key resources, foreign experts who had a long trail of work experience in world-class telecom companies. The intent was to cut down on impacts during implementation as these experts would have already been exposed to the market, culture and ways of work already. After an initial search, however, we found it very difficult to find available foreign consultants within the time frame available for recruitment. So, our company recruited several freelancers through a headhunting agency, and disguised them on paper to the client as our consultants from overseas offices. The thought process was that these individuals would have had experience which was the main aim anyways. I felt very uncomfortable with the situation. Cheap freelancers masquerading as expensive, top-notch consultants! Having a liaison position within the project, I was one of the liars ripping off the client. In addition, as one of the few Asians in the project, I felt guilty for the Asian client members whom I often hung around with after work. I sometimes felt an impulse to let the cat out of the bag for the benefit of the Asian company, and moreover, for the prosperity of the Asian economy. I could not do anything to resolve this dilemma. I was caught between a rock and a hard place. I was just a junior consultant who had been with the firm about two (2) years. Any casual discussions with my direct supervisor and the project's PM over my concerns had not yielded any clues as to how I could deal with this situation. Questions for your consideration:

Question 1: What do you think the possible outcome of this project will be?

Question 2: What's at stake for the key parties, including those with whom you disagree?

Question 3: What levers/arguments can our junior project manager use to influence those with whom he disagrees?

Question 4: What is your most powerful and persuasive response to the reasons and rationalizations you need to address?