John Chow, Director of China Operations for Green Technology, was offered a significant promotionto lead the turnaround of the troubled Jakarta plant. Despite the recognition of his team's success in China, this new challenge was a pivotal moment in his career. Green Technology had a history of acquisitions, and while their revenue grew, the Jakarta plant continued to struggle since its acquisition. The plant's previous management style didn't align with Green's culture, necessitating a more hands-on approach.

John's background in HR and successful integration of other plants positioned him well for this task. His experience in Shenzhen and Nanjing involved significant challenges, from downsizing to training and integration. His teams there, dubbed the "iron triangle," achieved remarkable success by building trust, implementing training, and resolving crises.

Accepting the Jakarta challenge meant facing cultural differences, security threats, and resistance from the existing management team. John's prior experiences prepared him, but the Jakarta plant's complexity posed an unprecedented challenge. The plant had a history of strikes and even threats of gun violence, making the decision to proceed a difficult one.

However, John remained committed and assembled a professional integration team, echoing the successful approach he'd used before. Upon arrival in Jakarta, initial skepticism and resistance from the local managers were met with changes in meeting formats and strategic personnel decisions. Despite challenges and initial hesitations, John's team and the local management achieved significant progress in integrating cultures, operations, and workflows.

After a year, the integration work was completed, and except for a few key members, John's Chinese team returned home. Despite encountering hurdles like trade union strikes, the plant showed substantial improvements in its operations and business metrics. The integration was successful, marking another triumph for John and his approach to turning around troubled plants.

Discuss John's strategy for retaining Lupo at the company? What were 3 pros and 3 cons of this decision? Do you agree with John's decision? Why? Make sure to use below table to insert your pro and con answers and elaborate on his decision! please explain in detail .