1) What were the primary mistakes the consultants made, and what could they have done differently to be more effective? The main mistakes made by the consultants of Horizon LLP was their way of assessing or analyzing Tommasi Motorcycles assignment; which is deploying a new customer data management software application. They should not have allowed the initial person take responsible for the project in delegating the responsibility to other consultants. Mr. Suzuki should have intimated the client about Brett Clarke and Alex Dixon. Although the new consultants had a good track record with an added bonus of speaking the local Japanese language. They should have spoken to the client before directly plunging into interviews as instructed by Mr. Suzuki. They shouldn’t have spoken with Mr. Saito who controls the largest dealership for Tommasi Motorcycles without intimating neither the client nor Mr. Suzuki. For the best interests of the client and the consultants. Alex and Brett went a step further by deviating from the actual project task Horizon LLP had agreed upon. A consultant should not succumb to either client’s personal agenda or problems. In doing so, they have not only lost valuable revenue but also expanded the scope of their assignment without a written contract. They should have exhibited professionalism without leading themselves into difficult situations. 2) What were the primary mistakes the client made, and what could they have done differently to be more effective? As you can see there seems to be a clear communication gap between the client, consultants and the organization itself the client should have maintained the communication well within the organization which was the major reason for the cross cultural chaos that they faced. Temporarily allocated from headquarters, Mr. Fambio Bonardi, being a non-Japanese with a limited understanding of local market, couldn’t keep a transparent reporting process within the l