ABSTRACT
Start-up or emerging organizations, whether private or government, has their own particular problems. For large start-ups resulting from mergers or acquisitions, developing a common corporate culture can be critical to success. If the resulting organization is not projectized, that is, it is functional in nature, programmes are likely to experience additional difficulties related to dysfunctional information flow. Programme reviews by experienced staff then become essential, both to uncover problems and risks early and to instil the beginnings of a project culture. In the 1990s, Corporation X, based in the American Southwest, acquired a small telecommunications company based on the East Coast, to form the core of a new unit within a larger business unit. The parent corporation's core business was data processing, but it was emerging as a leader in client-server computing and wanted to move into the telecommunications market.
