Messaging to Prepare for future challenges

•Comparison and contrast the ways that the leader used messaging (communication) to institute MyBlueprint and prepare HCL Technologies and Axon for the acquisition Although such an approach was deemed as somewhat radical, the fact of the matter is that it allowed for the end reviews, high end management, to gain a more informed and realistic model of action with regards to what changes and development was necessary in helping to firm to engage in a further level of profitability for each component part and individual sector. This was useful due to the fact that it allowed the middle management to derive and achieve a level of accountability and honesty with regards to the processes and goals that they were ultimately responsible for. rather than merely putting forward talking points that would likely deviate from the root goals and endeavors that the firm sought to effect. What was noticed was that although such a process was radical and engendered a degree of risk, it nonetheless was highly useful in providing a degree of oversight that was instrumental in detailing and establishing a baseline of performance with regards to any and all upcoming changes that could seek to promote further responsibility and profitability within the firm. With regards to Axon and the strategy that was employed as a result of the merger, this too differentiated itself from the approach that so many firms mistakenly make with respect to the way in which such a business marriage takes place. As such, rather than seeking to bring Axon directly in line with the directives that HCL Technologies had previously been operating under, they CEO determined that the best way in which to maximize the potential that could exist between the two was to seek to leverage an understanding of the fact that Axon was acquired due to the fact that it had the potential to maximize the relationship that the two firms could sustain working in a symbiotic relationship. What is meant by this is that Axon was not acquired so that the two could behave in an identical manner. rather, the CEO came to the understanding that the firms, although now part of a singular entity, must continue to exhibit the key strengths that they had prior to being organized under one banner. Moreover, the weaknesses that the two firms exhibited must be approached from the baseline of understanding that these should be worked to be minimized without reducing the effectiveness that had formerly been exhibited by either entity. In such a manner, a differentiated and unique plan of management and standardization, as well as oversight, was required to be initiated to ensure that the synergy could be maximized without diminishing the overall competence that they formerly brought to bear. •Analyze the effectiveness of the internal and external messaging (communication) With regards to the effectiveness of the internal and external messaging (communication) that was utilized as a function of making the aforementioned goals a reality, the CEO opted first and foremost to review the process in its entirety among fellow stakeholders (upper and middle management) as a means of targeting any weaknesses within the model that had formerly