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Scenаriо Overview Yоu аre the newly prоmoted Chief Operаting Officer (COO) of StratEdge Inc., reporting to the CEO. StratEdge has just acquired NanoSync Solutions to address a critical innovation and operational efficiency problem. As COO, you are now responsible for all aspects of the company's operations. Your role is to lead the integration of NanoSync’s people, processes, and proprietary technology into StratEdge’s operations. Your first responsibility will be to oversee the completion of the acquisition of NanoSync Solutions, bringing the people, processes, and systems of the two companies together. You report directly to the President/CEO. About the Companies StratEdge Inc. - Headquartered in San Jose, CA- 4,500 employees globally- Specializes in semiconductor packaging for defense, aerospace, and telecom- Struggles with internal silos and delayed product innovation NanoSync Solutions - Based in Austin, TX- 120 employees- Owns proprietary synchronization tech for 6G and quantum computing- Agile, innovative, but lacks large-scale infrastructure The Integration Challenge StratEdge must integrate NanoSync’s culture, tools, and people while preparing to launch a new product line within 12 months. You will manage operational strategy, team integration, and process harmonization across both companies. Key Stakeholders - CEO Dana Singh (Strategic growth)- CFO Anthony Rivas (Financial oversight)- CTO Maya Chen (Technology integration)- CHRO Leah Martinez (Cultural alignment)- SVP Product Dev Omar Greene (Project coordination)- NanoSync VP Engineering Priya Mehta (Innovation advocate) Analyze the scenario above and respond to the Management Process Problem questions: What is/are the problem(s) StratEdge is trying to solve by acquiring NanoSync Solutions? What are the primary business functions affected by the problem? What resources are needed? Who is/are the key manager(s) involved in bringing the two companies together? What situational / contextual elements should be considered?