To improve competitiveness and retain sustainability, firms require new technologies and capabilities. In this age of rapid innovation and complexity, it is challenging for the firms to develop internally and remain competitive at the same time. Merger, acquisition and alliance are some of the ways to achieve this, but the primary driver is the desire to obtain valuable resources. Many acquisitions failed to achieve their objectives and resulted in poor performance because of improper implementation.

1. Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.
2. For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.
3. Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.
4. Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.
5. Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.

Information and Innovation is the jetfuel of modern business.

At fusion, we strongly believe in the innovation and spend a significant time in doing the internal Research and Development. This internal investment in our intellectual property helps us in finding and proposing the best solutions for our customers.

Leverage next generation technology to resolve the legacy problems while keeping the transition cost low. Ideation is the portion of the development process that precedes the formal development process

There are several key points we need to consider while working on the strategy for the innovation


The priority here is to get a product to market fast. This is typical of companies involved with rapidly changing technology or products with rapidly changing fashion. Pursuit of this strategy typically will lead to tradeoffs in optimizing product performance, cost and reliability.

Low Product Cost

This orientation is focused on developing the lowest cost or highest value product. This is typical of companies with commodity type products, products reaching a mature phase in their life cycle, or where there is consolidation or a shrinking market.

Low Development Cost

This orientation focuses on minimizing development cost or developing products within a constrained budget. While this orientation is not as common as the other orientations, it occurs when companies are developing products under contract for other parties or where a company has severely constrained financial resources.

Product Performance, Technology & Innovation

This orientation focuses on having the highest level of product performance, the highest level of functionality or functions and features, the latesttechnology or the highest level of product innovation. This orientation can be pursued by companies in many industries or many products except commodity products.

Quality, Reliability, Robustness

This orientation focuses on assuring high levels of product quality, reliability and robustness. This orientation is typical of industries requiring high quality because of the significant costs to correct a problem (e.g., recalls in the automotive or food processing industries), the need for high levels of reliability (e.g., aerospace products), or where there are significant safety issues (e.g., medical devices, pharmaceuticals, commercial aircraft, nuclear plants, etc.).

Service, Responsiveness & Flexibility

This orientation focuses on providing a high level of service, being very responsive to customer requirements as part of development, and maintaining flexibility to respond to new customers, new markets and new opportunities.

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