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Big investment and small business have been a concern since the invention of business. In small businesses, there is need to have solid structure and many clients for the business to survive the competition presented by big business. Josh Novak business impressed clients through the IT plan at Glow-Foods and this made the customers offer him job at their IT office. Josh was subjected in a state of excitement and hesitation as he knew IFG was a less investment compared to Glow Foods. He had in mind that the complex process of moving his company to IFG. His team was expected to seek approval from the main technologist, Rick Visser, before using the company social media. The transition become trickier at the point Ben Nokony disputed Josh Novak team position on the idea that they ought to go through him before interacting with the product group. All the IT office concerns were indeed valid, however, Josh young team did not like the new turn of event and chain of command (McKeen & Smith, 2012).

It necessary for the group to use social media like Instant Messenger and Facebook to pass their idea. Rick was used to his employees seeking permission to use these sites; however, Josh workers were not familiar with this approach and they found it annoying. Ben Nokony was not pleased that Josh team were straight to product groups. Ben was used to getting every attention from the IT department and because the members used to inform him of every move they made. Seemingly, the Josh group wanted to keep him out of the loop with some idea, but Ben consider every discussion as a formal discussion which he was to be centrally involved. The team became perceived Ben action as unfriendly and hostile. The team needed to be jog it memory and to be constantly reminded that IFG has rules which they are to be observed. Moreover, Josh team fought to draft a benefits and cost of their proposed work for Sheema. They were not familiar with financial cost, however, they knew what they were expected to do. The team could not outline financial plan, but in it knowledge it drafted the rough costs and benefits for Sheema. The worker as well explain possible value of projected ideas so that Sheema could not bother them in the development.

Josh support

When team leader Josh his team were set for the presentation, the IT department assumed different position. They broke down the dark side in his three-point strategy. Sheema was concerned about the business values of the whole initiative and, therefore, Ben wanted to be precise on paybacks. John worried about poor appraisals from clients. Rick developed security concerns about the virtual storage. To win support for his team to adopt the three-point strategy, Josh ought to initiate his idea slowly. This can be made by making a trial version of communicating cloud and site. He can further apprise the participants of IT department at different phases of the project (McKeen & Smith, 2012). The team can sketch the possible security threats, the profits of the plan and the projected financial cost. Once this is achieved, he can attempt it in small command groups of IFG clients and by so doing, he can carry out his review of various societies while testing out his work. Again, with slow introduction of his plan, he can satisfy each person in the IT unit by rendering the process affordable and safe.

References McKeen, J. D., & Smith, H. (2012). IT strategy: Issues and practices . Boston, NY: Prentice Hall.