The amount of success the change effort produced Change has become inevitable as the business environment keeps on changing. The main aim of introducing change in an organization is to improve the current way of doing things to secure better performance in the future that is likely to give the organization competitive advantage (Pato and James 15). The one facilitating change in the organization should ensure that he or she does it in a meaningful manner to ensure that the change process succeeds. In most cases, change is led by the organizational managers and top executives. Merck & Company is a German company that deals with pharmaceuticals. The company whose most operations were in America in the early 20 th century went through numerous business challenges due to the prevailing economic environment in Latin America at the time. There was need to introduce a number of changes so that the company could cope with the challenges. In addition, there were opportunities for growth when the economic situation started improving in the 1990s, although the growth was viewed to be likely from the international market. Grey Warner was selected as the regional manager of the Latin America subsidiary and he introduced a number of changes. It is important to measure the amount of success achieved by the change (Carnall 67). One of the changes that were introduced by Warner is the establishment of Myers Briggs personality-type indicator assessment. This was meant to improve communication within the organization. To measure its success, one would evaluate the changes in how people communicate after the introduction of Myers Briggs assessment tool and compare with how they communicated before it was introduced. If there was a positive improvement, this would mean the change had been successful (Spitzer 201). The other change that Warner introduced was the 360-degree feedback process. The level of feedback received after the introduction of this process determined its success. Feedback enables the management to come up with strategies to improve the areas that seem to be failing (Paton and James 69). Finally, the other change introduced by Warner was the Organization Fitness Profiling. The success of this change would be measured by the level of cooperation between the top managers and the lower managers in the management process. If the managers and employees worked together towards the organizational strategies, this would indicate success of the change. Generally, the overall measure of change success would be improved performance of the organization (Thomas 98). Cultural differences In international management, cultural difference is a factor that poses much challenge to organizational managers. There are different people with different cultures and different ways of doing things in the international market. One of the major issues that bar proper execution of roles in the international level is language. People speak different languages, thus communication becomes a problem. In addition, the different cultures mean that people have different preferences, an issue that may affect international management as well as international business (O’Donovan 126). Prior to the appointment of Grey Warner, cultural issues were being put into consideration but they were not being a