They asked you to develop an implementation strategy using a process to change the

mentality from one oriented to achieving agreements to one that would seek to implement
those agreements and evaluate their effectiveness. 

Of course you will meet significant resistance from the fusion and acquisition department, who
are used to jumping from deal to deal, without looking at the consequences of their decisions.
Because of that, it’s important to help them develop implementation skills in their future
negotiations. 

The managers don’t have a culture of evaluating results, nor are they accustomed to including
other parties in the different stages of the negotiation process. Most of them have been in the
company more than 15 years, enjoying admittedly excellent achievements related to
sustainable development, but having no worries about competencies that didn’t even exist in
the past. Now things have changed significantly and a radical cultural transformation is
needed.

1. After reading the previous situation, develop an implementation strategy that also
allows to evaluate the results of the implementation. 

2. Include the following elements in your strategy:

1. Identification data of the company (name, number of employees, years of

operation, business activity, etc.). 

2. The detailed description of the implementation strategy. 

3. The best practices that must be used to put the strategy into practice. 

4. The justification of the elements enlisted above. 

We suggest you reflect carefully on the material seen this week.