Cases of synergy

Case problem 1
A successful IT company operating in a small city X has been in existence for 10 years. The core of the company is made up of former classmates. Each of them, during this time, became the head of one of the departments or areas of the company. Over the years, the company has established itself as capable of implementing projects of any complexity. The main clients are two food companies. Also, the company performs part of the work for large IT customers from different countries.
A month ago, the company received a large order from a very well-known IT company. It is not possible to cope on our own. But the company has 6 months to prepare teams that will participate in the project.
The company´s management decides to form teams in other regions of the country, since in the small city of X there are not enough qualified specialists for such a large-scale project. The planned duration of the project is 3 years.
The issue of moving the current heads of departments: project office, development and testing, to the cities of K and M, where branches of the company will be opened, is being considered. Leading specialists will have to remain on site and, at the initial stage, will act as heads of departments. All work on existing projects will, as before, be carried out in the city of X.
If everything goes according to plan and the company implements the project, it will begin to receive projects from a large IT company on an ongoing basis. This means that companies opened in cities K and M will continue to operate.
The company´s management is faced with a choice of what to do, which specialists, besides department heads, should be moved to cities K and M? Who will continue to work on existing projects and developments? How to maintain team coordination and high efficiency? How do you not lose those relationships that allowed everyone to work as one productive team?
1. Is the company management making the right decision when planning to open its branches in the cities of K and M?
2. Is the decision to transport/relocate managers and key employees to cities K and M correct? What conditions should be offered to employees when moving?
If you were the head of this IT company, what would you do?
Case problem 2
The general director of a small manufacturing company that produces soft ice cream and related products decided to expand its production range. He decided to purchase equipment and set up the production of flour milling products. He came up with this idea because a number of buyers of his main products showed interest in purchasing buckwheat and wheat flour. The existing production areas made it possible to develop a new line and isolate it from the main production. The director himself made the necessary calculations to launch a new production, took out a loan to purchase new equipment and hired a contractor to install it. Next, he instructed the purchasing department to find suppliers of raw materials for the new production. After the launch of the new line, problems unexpectedly began for the director. It turned out that not all buyers were really ready to buy new products, and no one had entered into preliminary agreements with them for the supply of new products. Because of this, sales managers were suddenly faced with a new task of selling a product that was unfamiliar to them, which led to dissatisfaction among managers. The head of the sales department also had his monthly sales plan increased, which he was forced to hastily implement for his subordinates. Moreover, it turned out that there are no specialists in production who could repair and service the new line, and now the company has to hire specialists from outside. And now, during a breakdown, this line is idle, which disrupts the already small supply and leads to the threat of losing a few customers.
1. What is the cause of the problems that arose after the launch of the new line?
2. What do you think should have been the plan for launching t