Freeman observes that IS directors who find themselves falling behind the emerging-media learning curve can take instructional courses and read books and magazines focusing on new technologies. But, he admits, for many Baby Boomer directors facing professional competition from Generation X infonauts, gearing up for the latest technologies can be an uphill struggle. For managers who are unable or unwilling to adapt, the only solution may be to find a job with a company that isn't involved with new media technologies-an increasingly unlikely possibility given the current state of the IS market. Many telecommunications companies bring in new, technologically savvy IS managers and staffers in the immediate aftermath of an alliance, says Regent Associates' Dunn. Some also look for outside help.
Cultural conflicts can also affect top management.
Getting disparate corporate cultures to work together can be a tricky matter, notes David Kuhns, a partner with Paul Ray Berndtson, an international executive search firm based in Fort Worth, Texas. Kuhns' definition of an integrated manager is someone who has successfully worked in different fields and demonstrates cultural adaptability. Still, an executive's success in one industry doesn't necessarily guarantee future accomplishments in another, says Kuhns. Corp.-in an interactive group venture. According to Kuhns, Kavner quickly demonstrated that he knew more about telecommunications than entertainment programming.