In the combination of theoretical perspectives, it will venture on the strategic change context at the point when the merger process had just started. This will be reviewed by the use of a changing kaleidoscope. The second section will entail a comparison pitting the comparison between the companies before and after the merger with the help of cultural web. The next section will review the culture of GreenHealth-Cranberry, a company formed after GreenHealth and Cranberry merged. The last part of the paper develops a comprehensive evaluation of the change process by use of the change model. This is to help develop an effective understanding of the entire change process.
The context of change as expressed by Iszatt-White, Saunders (2014:172) and supported by Balogun and Hope Hailey’s change kaleidoscope can only be assured of success if the implementation efforts fit into the organizational context. The change kaleidoscope can be used to explain the changes that are taking place between the two companies and the subsequent features that would enable it to go through comprehensive stability after the change. The change kaleidoscope model is illustrated below:
As indicated, the kaleidoscope has got three layers. The outer part represents the contexts in which the two companies would inculcate the wider strategic changes they intend to harmoniously put in place. The middle section includes those specific factors that must be considered when the change plan is put in place. The inner part indicates the choices a menu that provides choices for the two companies that need to merge (Nguyen, 2003, p. 451).
The contextual applications of the kaleidoscope to the two companies can highly be found in the middle layer that has a collection of requirements that dictate what is required for the two companies to effectively merge.
Time is an important factor in the merger process.nbsp. nbsp. nbsp.