To stay competitive without spending too 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 telecommunications company in North and South America) felt that the best next step for them was to enter theTV streaming market (such as Netflix, Hulu, etc.). Instead of starting from scratch, AT&T purchased DirectTV (a Cable company that was on the verge of launching a live streaming service). AT&T doesn't stop there, they want to ensure the TV channels offer content that their customers would want (again, building a reliance on AT&T products) - they recently acquired WarnerBrothers - which oversees HBO and other channels. This strategy aims to create one Mega Product - that builds a customer's reliance on the service, but at the same timecreates a bit of chaos for the Project Managers. They still have to keep the team motivated and meet deadlines, but potentially have changing requirements. Put yourself in place of the DirectTV PM, who was overseeing the streaming service:

• How would you handle this?
• Where would you start?
• What stakeholders would you want to talk to?
• How would you adapt your team and project?