In fact, it was. He had asked himself the same question a thousand times. And he knew he had to be very careful with his response. Both the reason and the solution had come to him when he had asked himself why, all along, ICP had never simply threatened Wallaby with a hostile takeover. The reason was simple - ICP could not acquire Wallaby and hope for the company to succeed without support from Wallaby's highest-level executives and employees. This was precisely where Matthew fit into the whole plan. He was the horticulturist who would graft the sapling Wallaby onto the deeply rooted, sky-high tree that was ICP. He would nurture the company into accepting that this was the right thing to do, this second phase of providing compatibility with ICP's systems. He would convince them that while maintaining its personality, Wallaby would also grow vigorously in size and sales. Later, in the final phase - the plan's ultimate goal - after Matthew's compatibility strategy had proven successful and thereby gained the employees' trust, the process for merging the two companies would begin.
He seated himself casually on the edge of the table. "When Peter and Hank started Wallaby," he said, dropping a nod to the cofounder, "they had a vision of placing into people's hands their own computing power. Naturally this was perceived as competition to ICP because it is also a computer company, which quickly brought to market its own all-in-one computer. But what I've come to understand is that we have a valuable product that can make greater headway by coexisting with ICP's computers rather than try to overtake it directly. And if we carefully educate our employees that it's our vision to keep building great portable computers for individuals, which can also connect to other systems, then yes, we can pull it off." His voice was piping with conviction and enthusiasm. "Joey, with its innovative mobile and expandable design, becomes the dynamic key that opens doors to other systems and other markets around the world."
"It would be tough, Matthew," Graham said, curling his index finger against his chin, "but if we were to get you out there, talking to our people about this strategy, I think you're right. We could pull it off."
Did this first agreement, from the man who raised the most difficult question of all, presage the entire team's vote? Had he just persuaded them to place in him their faith to change the lifeblood vision of the entire company?
He switched off the projector and brightened the room's lights. "Before I go on, it may be good to get an idea of how many of us agree on this strategy."
"Right," Hank said, helping him along. "I think it's smart, mature. Clearly a direction in which we should consider moving. However," he cautioned, sweeping the group with his serious eyes, "only if we can handle the perception aspect of it with the employees. Only as long as we make them understand that we're not selling out and building a clone, that we are actually making our Joey the best choice of portable computer on its own, and in tandem with ICP's computers. If we can accomplish that, then I think we could eventually come out ahead of the game."
Matthew experienced an epiphany. Hank had just explained Matthew's strategy exactly as he wanted them to see it. Furthermore, Hank's approval signified a point that was especially penetrating to the people seated there - higher stock prices. For each of them, this translated to even greater personal wealth.
Matthew quickly took advantage of Hank's definition, while the carrot still hung in the air. "Does anyone disagree with the concept?"
Heads turned, searching for dissent.
None.