FusionsTech Ltd$.,$ a leading technological firm based in Silicon Valley, recently took the ambitious step of acquiring NihonTech, a traditional Japanese tech startup rooted deeply in the heart of Tokyo. The rationale behind the merger was simple yet visionary: FusionsTech, renowned for its relentless innovation, open workspace culture, and a flat organizational hierarchy, aimed to synergize its strengths with NihonTech's traditional attributes of meticulous precision, adherence to established hierarchies, and a staunch commitment to time$-$honored business etiquettes.

However, as the saying goes, "The devil is in the details." The challenges of integrating two drastically different work cultures surfaced soon after top executives from FusionTech touched down in Tokyo. A seemingly benign first meeting set the tone when the American team, led by the candid and straightforward John, struggled to grasp the cultural nuance of receiving business cards with both hands, a customary Japanese practice symbolizing respect. To compound this, John's encouragement of open discussions and debates during team meetings clashed with the preferences of Hiroshi's team, who favored subtlety and addressing disagreements outside of group settings.

The problems didn't stop at mere communication differences. The egalitarian and flexible work culture of FusionsTech, which valued work$-$life balance and often championed remote working, was at odds with NihonTech's more traditional approach, emphasizing office presence, sometimes even at the cost of personal time. Decision$-$making posed another challenge:

FusionsTech's emphasis on individual initiatives and rapid decision$-$making didn't quite gel with NihonTech's consensus$-$driven approach.

However, every cloud has a silver lining. Three months into this integration journey, an innovative solution appeared on the horizon$$a cultural retreat in the serene landscapes of Kyoto. This was no ordinary retreat. It became a melting pot of cultural exchange, where John's team learned the significance of the meticulous Japanese business card ritual, and Hiroshi's team got a taste of the benefits of open debate and direct communication. This retreat was a revelation, paving the way for a harmonized work culture that blended the strengths of both companies.

The outcome? A new hybrid operational model was birthed. Both teams, with the combined leadership of Hiroshi and John, started incorporating practices and values from both cultures.Regular sessions on cultural training became the norm, ensuring that the team members were not just co$-$workers, but also cultural ambassadors in their own right.

Questions:

$1-$ How did cultural differences impact the initial phase of FusionTech Ltd$.\text{'}$s acquisition of NihonTech? $2-$ Evaluate the viability of the hybrid modedl introduced post the kyoto retreat. is it a sustainable solution?