Evaluating the Plan for a Global Lock Business Fred Grunewald's plan to create a single global lock business is ambitious but achievable. Grunewald's experience working with different countries makes his plan feasible, especially with the acquisition of Emhart Corporation. The two factors form a solid foundation for planned technostructural and strategic changes (Cummings & Worley, 2009). The acquisition of Emhart Corporation brought Black & Decker eight separate corporate brands and their individual experiences, both domestically and internationally. Grunewald's plan to consolidate the eight companies to form a global lock business to improve efficiency by connecting the eight companies horizontally and leveraging the companies' knowledge and experience has significant market share advantages (Mesquita & Lazzarini, 2006). With facilitators also come impediments; The issues hindering Grunewald's global plan are the eight separate brands, their long-standing traditions and their fragmented view of market opportunities. There are other impediments; The lack of integrated, common processes for staffing, training, pricing and market demand forecasting creates inconsistency for the global lock business. Furthermore, it lacks marketing documents such as catalogues, price lists, technical data, advertising and sales support documentation needed to function effectively. A significant challenge is the ability of competitors to innovate and take advantage of the same business model. Grunewald relies on his experience and vision to implement all structural and strategic changes in one year; Grunewald may be so determined about what it takes to make changes that he overlooks...... half of the paper...... Management, (75), 24.Mesquita, L., & Lazzarini, S. (2006 ). Vertical and horizontal relationships in an industrial cluster: Implications for firms' access to global markets. Academy Of Management Annual Meeting Proceedings, L1-L6. doi:10.5465/AMBPP.2006.22896792 Okhuysen, G., & Eisenhardt, K. (2002). Integrating knowledge in groups: How formal interventions enable flexibility. Organization Science, 13(4), 370-386. Pedersen, T., & Petersen, B. (2004). Learning about foreign markets: Are emerging firms exposed to a "shock effect"? Journal of International Marketing, 12(1), 103-123.Raina, R. (2010). Timely, continuous and credible communication and perceived organizational effectiveness. Indian Journal of Industrial Relations, 46(2), 345-359. Rantakari, H. (2008). Government adaptation. Review of Economic Studies, 75(4), 1257-1285. doi:10.1111/j.1467-937X.2008.00518.x