This week's discussion centersaround the Project Manager's criticalroleto aligntheir projectswith the change enterprise strategy.

To stay competitive without spendingtoo much money entering a market, many tech companies deploy a strategy to purchase another company that could become a component of their one mega product.

For example, AT&T (a telecommunicationscompany in North and South America) felt that the best next step for them was to enter theTV streaming market (such asNetflix,Hulu, etc.). This would give them a competitive advantage against other communications providers and develop an added value proposition totheir customers (ortheyknew that Verizon, Apple, and Googlewere all exploring this).Instead of starting from scratch, AT&T purchasedDirectTV(a Cable company that was on the verge of launching a live streaming service). AT&T doesn't stop there, they want toensurethe TV channels offer content that their customers would want (again, building a relianceon AT&T products) - they recently acquiredWarnerBrothers- which oversees HBO and other channels.

This strategy aims to create one MegaProduct - that builds a customer's reliance on the service.

This strategy creates a bit of chaosfor the Project Managers. They still have to keep the team motivated and meet deadlines, but potentially have changing requirements.How would you handle this? Where would you start?Put yourself in place of the DirectTVPM, who was overseeingthe streaming service - what would your next steps be? What stakeholders would you want to talk to? How would you adapt your team and project?

Please help with references too.