Where Will Rohan's Networking Lead Him? Custom Case Solution & Analysis

1. Evidence Brief: Case Extraction

Financial Metrics

• Rohan functions as a middle manager within T-Systems, an information technology services firm.
• Specific revenue targets for Rohans current account are not explicitly quantified in the text, though his performance is tied to project delivery timelines.
• The cost of Rohans networking activities is measured in time diverted from billable or operational tasks, estimated by his manager as significant enough to cause project delays.

Operational Facts

• Rohan spends approximately 10 to 15 hours per week on activities outside his immediate job description, including industry events and internal social gatherings.
• Ashok, the supervisor, notes that two major project milestones were missed in the last quarter.
• Rohan maintains a contact list of over 500 individuals across the industry, including competitors and potential clients.
• The current organizational structure requires managers to spend 90 percent of their time on internal delivery and 10 percent on administrative or professional development tasks.

Stakeholder Positions

• Rohan: Believes that his external visibility and network provide long-term security and future business opportunities for the firm. He views operational tasks as secondary to relationship building.
• Ashok: Focuses on immediate execution and client satisfaction. He views Rohans networking as a distraction and a sign of poor prioritization.
• The Team: Expresses frustration regarding Rohans unavailability during critical project phases, leading to an increased workload for subordinates.

Information Gaps

• The actual conversion rate of Rohans network into signed contracts or revenue for T-Systems is missing.
• Performance appraisal data from previous years to determine if this is a new or recurring issue.
• The specific strategic goals of T-Systems regarding market expansion versus operational efficiency.

2. Strategic Analysis: Market Strategy Consultant

Core Strategic Question

• How can Rohan align his high social capital with the operational requirements of T-Systems to prevent career stagnation or termination?
• Is Rohans networking a legitimate asset for the firm or a personal branding exercise at the expense of the organization?

Structural Analysis

The primary conflict is a misalignment between Rohans personal strategy—building social capital—and the firms operational model—project delivery. Using a Value Chain lens, Rohans activities sit in support functions (Marketing/Sales) while his role is in primary activities (Operations). This creates a friction point where the cost of his networking is borne by the operations department, but the benefits are not captured by any specific unit. The Jobs-to-be-Done for a manager in T-Systems is to ensure project stability; Rohan is failing this core requirement in favor of a job he prefers: industry influencer.

Strategic Options

• Option 1: Internal Pivot. Transition Rohan to a Business Development or Strategic Account role. This utilizes his network for revenue generation where networking is a core task, not a distraction. Trade-off: Requires an immediate opening and proof that his network can actually close deals.
• Option 2: Operational Discipline. Implement a strict 80/20 time-allocation rule with mandatory office hours during project peaks. Trade-off: May stifle Rohans motivation and lead to him seeking employment elsewhere.
• Option 3: Selective Networking. Filter his network to focus only on contacts that directly benefit current T-Systems projects. Trade-off: Reduces the breadth of his network but increases its immediate utility.

Preliminary Recommendation

Rohan should pursue Option 1. His current trajectory in operations is headed toward failure. He possesses a clear aptitude for relationship management that is being wasted in a project management role. T-Systems should move him to a role where his network is a measurable asset.

3. Implementation Roadmap: Operations and Execution

Critical Path

The immediate priority is stabilizing Rohans current project performance to regain organizational trust. Without this, no role transition will be approved.

• Days 1-30: Performance Recovery. Rohan must clear the current backlog and meet all upcoming milestones. He must suspend all external networking events for 30 days to demonstrate commitment.
• Days 31-60: Network Audit. Rohan will document his top 50 contacts and identify specific business opportunities for T-Systems. This turns abstract social capital into a concrete business case.
• Days 61-90: Role Negotiation. Present the business case to Ashok and the Business Development head. Propose a formal transition plan with clear sales-based KPIs.

Key Constraints

• Managerial Trust: Ashoks willingness to support a transition after recent project failures is the primary bottleneck.
• Capacity: The team is currently overstretched; Rohans role cannot be left vacant during a transition.

Risk-Adjusted Implementation Strategy

If Rohan fails to meet project milestones in the first 30 days, the transition plan is terminated, and he must be placed on a formal performance improvement plan. Contingency involves identifying a junior lead who can take over Rohans operational tasks if he moves to Business Development.

4. Executive Review and BLUF

BLUF: Bottom Line Up Front

Rohan is a high-potential employee currently misallocated within the organization. His focus on networking has created an operational deficit that threatens his tenure. However, his extensive industry connections represent an untapped asset for T-Systems. The firm must stop trying to force Rohan into a traditional operational mold and instead transition him into a client-facing growth role. This move must be contingent on a 30-day period of operational excellence to repair team morale and satisfy immediate client needs. Failure to realign his role will result in Rohan departing for a competitor, taking his network with him, or staying and continuing to degrade team performance.

Dangerous Assumption

The most consequential unchallenged premise is that Rohans network is commercially viable. There is no evidence yet that his 500 contacts can be converted into revenue. If his network is purely social, the proposed role transition will fail, leaving the firm with a non-performing salesperson instead of a non-performing manager.

Unaddressed Risks

• Talent Flight: High probability. If Ashok restricts Rohans networking without offering a path to a more suitable role, Rohan will likely resign within six months.
• Team Resentment: High consequence. If Rohan is promoted or moved to a more prestigious role after failing his current operational duties, it will signal that delivery is less important than social climbing, damaging the firms performance culture.

Unconsidered Alternative

The analysis has not considered a part-time External Liaison role. Rohan could remain in operations for 60 percent of his time while being formally seconded to the Marketing department for 40 percent. This creates a structured environment for his networking while maintaining operational accountability, though it requires high coordination between departments.

Verdict: APPROVED FOR LEADERSHIP REVIEW