Yinscape and Yangsearch Case

Vicky Rodrigue
February 7th, 2023

Q1: You are the Yinscape CEO, and you have scheduled a meeting of the top 30
managers of Yinscape and Yangsearch shortly after the merger. Where will you hold the
meeting (or will you do it virtually) and what should be the agenda be?

As the CEO of Yinscape, I would like to hold the meeting with the top managers at the
Yangsearch facility or somewhere near Silicon Valley. I expect that the Yangsearch
managers are the one going into this merger reluctantly. By having the meeting in person
on their land, I expect this to be seen as Yinscape welcoming the new employees with
open arms, instead of forcing them to travel away. Not only will a merger meeting be
important during the trip to Silicon Valley, but as the CEO of Yinscape, it would be
important for me and my team to take a tour of the Yangsearch facilities to see the
culture, the people and try to understand it. In the agenda of the meeting, the first thing I
would do would put an emphasis on the similarities between both companies. Then, I
would move the agenda toward reassuring the managers that even if there will be some
adjustments to both companies to eliminate the redundancies and to create some sort of
compatibility between the two companies, a special attention would be put on minimizing
the organizational culture impact. This part of the agenda would also include informing
them of how gradually those changes would be made. After that, I would showcase the
vision of the future of the newly merged companies. Then I would mention there’s an
open option with a good severance package for the managers that wish not to stay and
pursue with the merger. I would finally close the session by answering all the questions
the managers will have.

Q2: You have decided to use the first ten minutes of the meeting to introduce yourself
and your thinking.
- Briefly give some background information about myself for those who don’t
know me yet to get to know where I come from.
 - Address the issues and concerns Yangsearch have briefly
- Emphasize that the merger of organizational culture will be done gradually
- Mention the need for change and that those that are against that change should
leave.
- Mention the first objective to attain after the merger (triple earnings, merge
companies’ cultures, product range and systems)
- Mention the want to position the company as the dominant player for market
leadership

- Mention that if the positioning of the company and the merger is a failure, it will
only but result in financial and industry analysts asserting that the deal was a
failure, negatively affecting both companies.
- Finally, going briefly over the challenges and opportunities that are going to be
faced and how management will go about addressing them
- Summarize the plan of what will be addressed during the meeting.

Q3: What questions and concerns would you anticipate at the meeting?
I would anticipate questions and concerns regarding leadership and structural changes.
The managers would probably want to know more about job security for their employees.
They would have questions regarding the changes in job benefits, the new division
structures, and training. I anticipate managers to question the new vision proposed and
the feasibility of the goals. The managers are going to have concerns about the new
hierarchical order and where they are now going to stand in this new scheme of things. I
anticipate questions regarding the timetable of the merger. Basically, I anticipate that
everything that will be presented is going to be doubted by the managers since this big
change can be scary for them and they will question it until all their doubts are gone.

Q4: What results would you realistically hope from this meeting?
Realistically, I expect this meeting to enlighten me on whom on the Yangsearch’s team
management is going to stay on board with the change on who is going to take the
severance package. I expect this meeting to give me a better understanding of Yangsearch
organizational culture and business structure. I expect this meeting to create a bond of
trust since the meeting is on Yangsearch ground and I show to be listening to their
concern by answering honestly to their questions. I hope this meeting shows that the new
management will be open to listening to concerns and flexible about the goals if everyone
seems to believe they are for now too unrealistic.

Q5: What would be your first step after the meeting?

I would arrange the for the on-board manager to go and visit the facility of their new
sibling company for them to have a good vision of who they are working with and
improve the trust and collaboratively between the two branches. I would plan to spend
time with the line workers of both sides to also hear their concern and show that the new
management care for them and is open to listen to what they have to say and how they
feel about all the coming changes. I would take this occasion to push the new vision and
be an ambassador for the change by leading by example. I would plan of having training
and information session for employees and managers to learn about the new vision plan
and the step that are going to be taken to reach the goals.