Merger of Yinscape
As Yinscape Corporation CEO who has completed a merger with Yangsearch successfuly, the first business order before trying to generate a sturdy vision for the firm would be focused on developing a common culture across the organization. This will need a meeting with the senior executives of both firms to trade-in, and eventually obtain information on the perspectives of the manager (Engert et al 2019). Because I will be handling two very distinctive companies with contrasting cultures, it will be critical that a top executive team opinion of culture including vision developing conducted so that neither institution feels neglected or mandated into the vision of the contrasting institution. In the event I was to exclusively generate the vision of the new acquisition firm at my judgments, I would significantly risk substantial opposition from the workforce.
Another essential aspect of communicating the top unit established vision across the firm would be the definite projection of the company’s vision in everyday operations of work. Taking into account the Physical between Mumbai and California, it is clear that the CEO cannot be present at both locations at the same time. Henceforth, it is imperative to engage the senior executives of both companies in generating the vision of the company so that they are dedicated to it, just like Keith (n.d) elaborates as a need for a vision to be effectively communicated as well as for others to believe in its essence.
Consequently, it would be significant that members of the newly merged firm recognize that the success of the acquisition is not based on the differences between the two companies, but it concerns Yingscape and Yangsearch working harmoniously for the customers’ advantage. According to Ecclesiastes 4:9 (NKJV), two are better than one because they have a good reward for their work. Also, members of the new firm are required to adapt and embrace the changes within the newly established work surrounding, and utilizing their variances to drive them towards succeeding within the market. While some individuals might not believe that integrating two “number twos” will generate a number one, the possibilities are convincing if each organization utilizes the strengths of one another within their established culture, vision including everyday operations (Seloter, 2019). While there is the possibility of opposition and limited compliance by some senior executives including workers of each former distinctive firm, I intend to tackle the issue by imposing behavioral training workshops to point out the habits that require to be adjusted for the organization to function effectively based upon new culture including the vision that has been agreed on (Engert et al 2019). Just like Isaiah 65:17 (NKJV) suggests, “I create new heavens and a new earth, and the former shall not be remembered or come to mind.” In the event, the opposition becomes significantly hostile that the habits and operations of particular people are disruptive to the culture of the company, then forced compliance would be imposed to eliminate workers who do not adapt to the new culture and vision of the new institution.
After the delivery of the speech, just as I would anticipate senior executives both in Mumbai and California to lead by example, I would ensure that I do similarly within both areas as frequently as possible particularly in the first year of operation whereby most changes are likely to happen. I would arrange a meet and greet sessions with workers of both companies to try to diffuse opposition and answer possible questions associated with institutional culture and values, job security, salary and among others. According to McIntosh (2017), without the assistance and investment from the individuals who have to carry out the vision daily, the visionary himself tends to be weak whereby the vision is most likely to fail. This generates even more significance to being on the ground with every involved member of the company so that my dedication to the organization including the vision of the company is undoubtedly demonstrated hence aiming to nurture such dedication across the company with the workers.
Works Cited
Engert, O., Kaetzler, B., Kordestani, K., & MacLean, A. (2019). Organizational culture in mergers: Addressing the unseen forces. New York, McKinsey&Company, рр, 1-7.
Seloter, R. A. (2019). Supporting organizational change through a focus on change readiness (Master’s thesis, University of Stavanger, Norway).
