The reason was simple
- ICP could not acquire Wallaby and hope for the company to
succeed without support from Wallaby's highest-level executives
and employees. This was precisely where Matthew fit into the
whole plan. He was the horticulturist who would graft the sapling
Wallaby onto the deeply rooted, sky-high tree that was ICP. He
would nurture the company into accepting that this was the right
thing to do, this second phase of providing compatibility with
ICP's systems. He would convince them that while maintaining its
personality, Wallaby would also grow vigorously in size and
sales. Later, in the final phase - the plan's ultimate goal -
after Matthew's compatibility strategy had proven successful and
thereby gained the employees' trust, the process for merging the
two companies would begin.
He seated himself casually on the edge of the table. "When Peter
and Hank started Wallaby," he said, dropping a nod to the
cofounder, "they had a vision of placing into people's hands
their own computing power. Naturally this was perceived as
competition to ICP because it is also a computer company, which
quickly brought to market its own all-in-one computer. But what
I've come to understand is that we have a valuable product that
can make greater headway by coexisting with ICP's computers
rather than try to overtake it directly.
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