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Team Ron

Page history last edited by Dexterguo@Guotl.com 1 year, 6 months ago

Team Members:

Guo, Hanwei

Pellerito, Matthew

Razzak, Hammad


The companies Ottoman Empire and Emmerdant Chaise are merging. They are preparing for a 24-month merger project to smoothly put the two companies together in the best manner possible. The companies have engaged our team to guide them on how to put together and run a team to make this merger as smooth as possible.


Recommended content for a Global Project Team Charter:

  1. Purpose

    1. Mission statement.

    2. Define the problem the team is being brought together for.

  2. Duration/Commitment

    1. How long is the team going to be together?

  3. Scope

    1. Size and scale of project.

    2. Departments included/excluded.

  4. Defining Success

    1. Goals.

  5. Reporting

    1. Frequency and content of progress reports.

    2. Structure of reporting (Who does the team report to, etc)

  6. Deliverables

    1. Defining outputs, KPIs, and other measures of success.

  7. Support

    1. Other departments or organizations that may overlap with the team,

    2. Possible Subject Matter Experts, etc.



Recommended language for aspects impacted by the virtual dimensions of work:

      For now, it seems the language that most of the participants will have in common is English, so in all virtually-affected areas of the work, the language used should be English until the utility of a different language is proven.




Issues that could be addressed:

  1. Employees benefits and welfare integration:

According to OE and EC’s different regional background, the employees' welfare and salary are different depending on local labor union and employee laws. If the new company is based in another country or even another state, benefits can be lower, and healthcare costs can be higher. Sometimes old plans need to be scrapped altogether and some flexibility may be lost.

Due to the methods companies use to value the plans, it presents problems for the team putting a value on the merging, profit sharing and pension. However, employees should ask for information about the new plan if the companies decide not to continue or change pension plans. After the evaluation, employees can decide to follow the new plan or not.

  1. Technology infrastructures, data integration and system migration issue:

OE and EC might have different data system before merging. Integrating systems and migrating data are major challenge when they are merging or before merging. All the data from two companies is consolidated and managed correctly. It is also business critical to create an appropriate, sustainable structure for the newly merged company. OE uses lots of service from Microsoft, like Outlook, Microsoft Team and Microsoft Project. EC adopts Google’s G-suite service, like their enterprise emails. Issues like employees use Microsoft before can be daunting when they start to accustomed to using G-suite, or some technological issue like incompatibility about systems. There are many problems could happened during data migration and system integration; the quality of data may be inconsistent, problematic and out of date; data could be stored in multiple locations; and there may be data compliance issues. It is possible to have duplicate customer information when two same field companies are merging. Traffic problems would happened in daily business processes if there is a lack of synchronization in the IT infrastructure. No matter choose Microsoft or G-suite, technological tools should be measured based on whether they meet the user’s needs.


  1. Outsourcing integration and new outsource agreement:

OE has many outsourced services in operation. Before the formal companies merge, issues about outsourcing should be considered. Preliminary outsource methods or suppliers will not be chosen because of the cost or outsource replacement. New outsource agreements are required for a newly merged company.


       4. If choosing to keep both brands separate, both brands will have each their own distinct marketing campaigns associated with their consumer-face (despite both companies actually being            owned and operated within the same system):

      It is advisable for the two brands to remain as separate brands in the eyes of the consumer, despite both brands operating in different parts of the world, for the sake of an online advantage. If both brands remain separate then consumers can look to either brand in a competitive way increasing the odds that a purchase will be made from one or the other, whereas if they are a singular brand name (and the same website) then that advantage is lost and a different brand by default would compete. In essence, the more time spent per consumers looking at either brand over another brand, the better, and with that advantage comes the challenge of coordinating advertising campaigns that will not disrupt each other, but at the very least act complementary. There will need to be communication established between those responsible for the marketing decisions for each brand if they are subjugated into separate focused departments.


       5. Brick & Mortar investments, are they worth it?

Given the current climate of retail businesses going on a downtrend as well as the OE’s acquisition of EC whom has a very successful e-commerce strategy and operation, it is advisable to consider not investing in real-estate for brick and mortar stores, instead choosing to rent out space (even in the event that traditional retail in general maintains popularity, the increased e-commerce viability of EC’s acquisition may result in lower foot traffic for the overall brand and could affect in-store activity).



Collaborative technologies for the meeting team:

  •     Given that both companies have technology that is able to communicate effectively, we recommend a few different tools for use across various utilities:
    • Honey for informal collaboration and communication.
    • GroupMap for higher level brainstorming and collaboration.
    • Zoom for conference calls between members of the same project team.
    • GoToMeeting for meetings that require more structure.
    • Email for issues that aren't time sensitive.
    • In-Person conferencing whenever possible, for at least the Strategic Merger Team task heads. 


Best Practices and their applications to the SMT:


  1. Selecting a method of Collaboration/Communication, organized by effectiveness at certain tasks:




Applications: Maximize Virtual + collaborative mediums at the retreat.
Note: Somewhat effective assumes the session is well facilitated by the team leader.1


  1. Create a Communications Management Plan: given the variety of cultures, dialects, and nationalities involved in the average Global Business Team, it’s important to develop a communication plan that covers as many bases as possible.
    Application: Use English as the primary business language to inform and share information across departments, create protocol for translators or software to do the same.2

  2. Integration/Compatibility of systems between cooperating companies for ease of data transfer: For the logistics systems of which the company’s manage multiple finished warehouses for shipping and use similar predictive analytics software to account for the flow of activity, they ought either: Begin using the same software, or have the programs rendered inter-operable via an application that will integrate the data so that there is one common accounting for company-wide logistics.

  3. Accept and research the cultural challenges of international teams: National culture plays a big part in how we act, and we can’t change that – we can just learn how to make it work for everyone concerned. Having an open mind about the challenges of managing an international project is essential. It helps you address them in a pragmatic way that benefits everyone.
    Application: Many of the STM’s members are from disparate cultures, even if they happen to share a language, and figuring out how each member culture plays into their daily lives, etc, will help make things go much more smoothly.3

  4. Effective discussions/solving problems: Prepare for discussions around solving problems or making decisions on the project by ensuring all virtual team members have sufficient and relevant background information on the issue to be discussed and are tasked with coming to the virtual team meeting with two or three ideas to share with others.
    Application: based on the issues listed above and the issues that will be in the charter, each meeting/discussion group should include a structured agenda with the problems each group is intended to solve.1

  5. Status reporting: Regular status reports on tasks, simple and verbal for during meetings, with more thorough written reports for the leadership/task chair to read up on later, in regards to task progress.
    Application: schedule regular reports on task completion or decision making during meetings after tasks are handed to decision-making groups.1

  6. Practice Feedback: Feedback is an irreplaceable part of any management model, and when you are on a virtual team it requires skills. HR and group who are in charge of merging can make the feedback structure, it can be something related to management and new company’s policy.4

8.Virtual Companies Networking Reception before merging: OE and EC are in same field. For better employees merging. A virtual company’s networking reception can help the employees break the ice that in the long run enables them to work more fluently and naturally in a better environment. Employees from different companies might work together for some reason after merging. It is important to let them know each other as soon as possible.



1: Abudi, G. (2012). Best practices for managing and developing virtual project teams. Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute.


2: Top 6 Best Practices For Managing Virtual Teams




4: Adam Heitzman. (2018). 5 Best Practices for Companies with a Virtual Team. 


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