How can Indus reconcile the varying objectives of its stakeholder and realize its vision? The stakeholders started with a common vision. This vision was to direct their attention on what they do best, which was focusing on their core business of marketing and customer service while outsourcing the infrastructure development/maintenance to an outside party. They have realized that the industry has evolved, and infrastructure sharing has now become the norm. Service providers needed to embrace this trend, as resistance to it would not only increase their operating costs and reduce efficiencies, while diluting their core focus, thereby inadvertently rendering themselves less competitive. It has, therefore, become clear to the providers that it was imperative for their long term success and competitiveness to take the sharing approach and establish a joint infrastructure management venture which would benefit the stakeholders.
As the three service providers were all in agreement that establishing a shared tower network is in their common best interest, it is now critical that they bring in a neutral executive team to run Indus. Up to this point, each of the Telecom company leaders who oversaw the inception of Indus had a vast array of roles and wore many different and divergent “hats.” As the case states on page 9 “they were simultaneously shareholder, board members, and representatives of customers.” While the advantage of having such well-rounded leaders was the fact that each leader was able to understand the perspective of each of the “hats” they were wearing. The disadvantage was that each leader had multiple conflicts of interest depending on which “hat” they put on. It was clear that this structure would need to change through the hiring of an impartial executive team that would come from the “outside.” This team will be mindful of the goals and objectives of