When a company like Google or Facebook acquires a company, we are used to thinking about how they make a profit and the reason they made a big deal out of the acquisition, but what does that really mean for the employees and other employees of the modern high growth companies? Why are they “bought out”?
And finally, did the executive officer of the particular company feel guilty? What type of reaction do you think he had to acquire the company?
With that said, let us examine the ‘The Manchester United Buccaneers?’ and see if it can help you answer these questions. But before we do, let’s discuss the article’s title, which gives away the purpose of the case study: a case study is a “helpful synopsis.”
This case study is a helpful synopsis because it provides the reader with an overview of the situation. The article will help them “get up” on the organization and understand the situation as it relates to the modern high growth companies. The article provides a summary of the issues associated with the management process and of the changes that have been implemented in the corporate culture of the high growth companies. However, for some readers, this article may give them a feeling of ennui and a feeling that there is no real story here.
Of course, the executive is not just trying to explain what happened to him. They are just sharing their story to help others understand the situation and their role in the transaction. If one can get past the fluff, they will find that the author is insightful and effective in making the points in this case study.
The question of the case study solution becomes that why does an executive become part of this transaction? If you spend enough time reading this case study, you will be asking yourself the same question. The next question you ask yourself will be “why did a large corporation buy a mid-size or small corporation?”
And the answer to this question is very important, and is beyond the scope of this case study. However, the answers to this question will greatly impact your ability to make the next logical step, which is to assess the type of employee you will want to hire for the new environment.
Executive leaders and managers are accustomed to speaking with employees in their field and communicating with them so that they can “talk the talk” and walk the walk. A typical executive will spend a great deal of time speaking with senior managers and others in their field. The strategy behind this is to get the employees comfortable speaking with them and learning from them.
You should be concerned about your executive’s people skills and his ability to do this. If you have a good idea of what type of employees you want to have working for you, then you should focus on developing the executive and his people skills.
In addition, you may have to look at your own cultural change when it comes to making these types of acquisitions because some employees will have to be in high growth companies in order to handle the culture change and to do the new management style. that will have to be implemented. when a large corporation wants to take the time to change its culture.