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Discussion Board 1 Forum

A merger between the two cross-national entities will enable them deliver on topnotch

services and leverage the expertise of the two firms. Such will equally grant them the privilege to

become a global leader within their sector. The international cross merger for a California firm

and an Indian-based firm will deploy an integrate method for internet-based service delivery

(Jick and Peiperl 111).

Therefore, as the CEO I will begin by setting up a vision for the two mergers to

smoothly blend their diverse culture. The vision should borrow from the strength of both firms,

their structures to build a resilient culture that integrates/ shares in their strengths. Also, the

vision should convey about an innovative, highly responsive, and multitasking firm that can

efficiently and effectively utilizes technological-based solution in driving its global business

agenda (Joel and Linda 79). It is important to summon together all the departmental heads, the

directors, and project manager to undertake decisions such as cost-analysis and determining a

new location for the firm. These can be in Mumbai or in Silicon Valley depending on the various

factors such as tax incentives to be offered in selected location. Deploying a ‘bottom-up

visioning’ will be critical in establishing a vision for the firm and will prove useful for the

directors, departmental heads, and the project managers in proclaiming the vision for the new

firm to the rest of the staff (Fernandes and da Silva 64-8).

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The success of good leadership means influencing members to portray similar attributes,

sharing in the same vision of enhancing business productiveness, and goal accomplishment.

Hence, having the right expertise/ personnel in the right job should be the priority of the

management. A good vision will also need to address the socio-cultural disparity for the cross

national businesses in India and US (Joel and Linda 83-4). The firm should equally streamline its

policies to enhance respect and acknowledgement among the multicultural staff. The

multicultural nature of the entity’s workforce could be its vital asset for the management when

tapped into appropriately, with the contrary being true (Fernandes and da Silva 73-4).

Owing to the distance between the firms, the strategy for communication should revolve

around the use of virtual teams. Having virtual teams is a recent phenomenon for many firms

following the increased accessibility to broadband services and higher data speed to connect and

transfer data with ease. Using the process for team development, i.e., storming, norming,

reforming, and performing will enhance processes and establish trust among staffs (Daim et al.

69-73). The trust will then flow to the rest of the teams among other organizational aspects, e.g.,

goal accomplishment. Innovative aspects will also be in intervening to provide compatibility

solutions for two distinct firms possessing varying technologies by coming up with an interface

that allow system integration and use (Joel and Linda 103). The need to bridge the technology

for the two firms could also form a new market place for the business enabling it to overtake the

market leader. Such is achievable by virtue of combining technology to synergize the business

(Jick and Peiperl 109).

During the entire exercise, as the CEO I would take time off to assess any barriers to the

business progress, e.g., communication, cash flow, cultural, and even production barriers. Also, I

would work to alleviate any negativity arising as a result of the merger (Daim et al. 72-74). I
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would table the data regarding the business profit, its consumer base, and production activities,

along with forecasting the impact the change would have on these data. Convincing the

stakeholders’ of the new business growth potential and profitability would help overcome

tension and make sense on the need for the staff to work together (Jick and Peiperl 113-4).
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Work Cited

Daim, Tugrul U., et al. "Exploring the communication breakdown in global virtual teams." IEEE

Engineering Management Review 45.1 (2017): 69-84.

Fernandes, Cleverton, and Anielson da Silva. "Integration of strategy and leadership: an

introduction." Fernandes, C., & Silva, A.(2015). Integration of Strategy and Leadership:

An Introduction. Iberoamerican Journal Of Strategic Management (IJSM) 14.4 (2015):

63-77.

Jick, Todd, and Peiperl, Maury. Managing change: Cases and concept (3rd ed.)s. McGraw-

Hill/New York, 2012.

Olson, Joel, and Linda Olson. "Virtual team trust: task, communication and sequence." Team

Performance Management: An International Journal (2012).