CASE STUDY RESPONSE PAPER 1
Discussion Board Forum 1 Paper
David E. Brown
School of Business Management and Leadership, Liberty University
CASE STUDY RESPONSE PAPER 2
Each of the firms listed in the assigned reading, Yinscape and Yangsearch are internet firms.
They each use comparable methods of technology, but they had been focused competitors in the
past. One could even make the argument; the two firms were bitter rivals. This animosity was in
large part due to the fact they were in the same space as it relates to the potential customers.
They each sought the same demographic and thus became profoundly serious adversaries. The
two companies operated very differently with two drastically different cultures and business
models. In the role of CEO at Yinscape, the newly formed company, one of my primary goals
would be to unify the team. This would be no small task as there are several negative views of
the merger and potential perceived outcomes for what the merger means.
CEO Vision
As the new CEO, my responsibilities would be many initially, however the primary
focus would have to be on creating a company vison all can share in and accept. I would not start
with a major “get on board speech”. If the level of negativity towards the merger is extremely
high, the first goal is to get information about the concern’s employees have. There are several
tools that can assist with this information. Surveys and other tools could prove especially
useful. Management staff would have to assist in this effort, making sure every employee
understands their concerns and input have value. The initial communication to every employee
would be brief and succinct. The goal would be to ensure each employee understands, I realize
there may be fears and concerns and that every effort will be made to address concerns and move
forward as one team.
CASE STUDY RESPONSE PAPER 3
Timely and consistent follow-up would be the next step. If I set an expectation such as providing
information or an opportunity for employees to voice concerns, I have a chance to build rapport
and trust by doing what I say when I say. I would continuously make it noticeably clear; this will
be a process that will take time. I would set benchmarks for expectations of how long each step
in the process will take. Should we for some reason miss that goal, we will address it, analyze
why prior to missing the mark and effectively communicate to every employee what the next
steps are to resolve the matter.
The attempt to change or create or shift from two quite different cultures to a new one is
no small task. This attempt cannot and should not be dealt with as something that employees
simply need to adapt to and when they do so they will see the benefits. Corporate culture is not
merely a passing fad but represents a fundamental shift in our effort to understand the complex,
multifaceted organizations of today. However, it cannot be approached as a quick fix solution to
a complex and changing problem. Culture needs to be managed along with all the other elements
of management theory, such as strategy, (Kilmann, et al. 2020).
Many organizations will rise and fall on leadership. A leaders’ vision for how an organization
will change and or grow can have substantial implications for the future of that organization. As
the new CEI I would ensure each action taken, each word spoken to all employees was done so
with integrity. I would make every effort to gain the trust of the employees and show through my
actions that I can be trusted to do what I say. I would ensure there is mutual respect for all
employees at every level by allowing constructive feedback and by being completely transparent
about the company’s intentions for the future.
CASE STUDY RESPONSE PAPER 4
I would allow and encourage constructive and respectful disagreement ensuring each employee
understands the need to respect the views of those that may disagree. A leader’s role would be to
take the mantle of changing a culture or forming a new culture from two former rivals in a way
that best suits the needs of the company and its’ employees.
Potential Issues
There are many potential issues that could and will arise as a direct result of this merger. One of
the primary things I would focus on is trying to address real concerns and clarifying and
correcting misinformation. There will also be issue with how in integrate new systems and
processes for those not familiar. Certain procedures and tools may be kept while others are
discarded. This may cause animosity among members. The issue of employees that may not be
retained because of duplication across certain departments has to be addressed. I would ensure
that I maintain the in their own way with whom they choose. I would also ensure a severance
package based on tenure is offered as that is the right thing to do. Finally, the most common
problem from change can be unintended consequences of the merger. These things can vary but
possibly creating a team to identify and come up with solutions could be a good way to address
those issues. A leader must provide leadership. Leadership is one of the main factors in bringing
positive change to the organization; if there is no leadership in the organization, they will not be
able to change in the direction they desire and could experience negative change instead. (Moo,
2015).
CASE STUDY RESPONSE PAPER 5
Conclusion
My goal at Yinscape would be to foster positive relationships and ensure all employees
feel valued and informed. There exists a high level of anxiety, malcontent and distrust between
the two former companies currently. The fact that the companies are not geographically close and
the hostility during the merger still exist makes it vital to create a clear road to the formation of
one culture. Trying to create a sense of belonging, security and trust will be one of the major
focuses. Yinscape employees will need to believe they are being treated fairly and that the best
interest of the company and its employees is I will try to instill a sense of security as well as
fairness to all employees that will be affected by the consolidation of these two companies. The
Bible speaks clearly about the obligations a leader must lead people. The responsibility must be
taken seriously, and the welfare of those individuals is vital. Do nothing from rivalry or conceit,
but in humility count others more significant than yourselves. (Philippians 2:3).
CASE STUDY RESPONSE PAPER 6
References
Bansal, A. (2017). A revelation of employee feelings of alienation during post-mergers and
acquisition: An outcome of perceived organizational justice. Journal of Organizational
Change Management, Vol. 30 Issue: 3, pp.417-439, https://doi-
org.ezproxy.liberty.edu/10.1108/JOCM-06-2016-0122
Kilmann, R., Saxton, M., & Serpa, R. (2020). Issues in understanding and changing
culture. Retrieved from https://web.a.ebscohost.com/abstract?
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%3d00081256%26asa%3dY% 26AN%3d4762554
Moo J., & Yazdanifard R. (2015). How effective leadership can facilitate change in
organizations through improvement and innovation Retrieved from
https://globaljournals.org/GJMBR_Volume15/1-How-Effective-Leadership.pdf
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