The Bosco chairman realizes that Bosco and Zeta have different work cultures and to make the integration a success, it was imperative to create a new unique identity for the new company Bosco-Zeta Pharma. He decides that the goal is to retain the best elements of the existing social capital from the two separate organizations while improving the new company's responsiveness to customers, competitors, and the market environment. He requests that a third party conduct a preliminary survey to determine the key cultural differences between Bosco and Zeta. The survey results are divided into broad categories. The initial challenge is to decide on the key tenets for each category for the new company and to devise an effective migration plan to get there.
