Put yourself in place of the DirectTV PM, who was overseeing the streaming service – what would your next steps be?

This case centers around the Project Manager’s critical role to align their projects with the change enterprise strategy.To stay competitive without spending too much money entering a market, many tech companies deploy a strategy to purchase another company that could become a component of their one mega product. For example, AT&T (a telecommunications company in North and South America) felt that the best next step for them was to enter the TV streaming market (such as Netflix, Hulu, etc.). This would give them a competitive advantage against other communications providers, and create an added value proposition to their customers (or they knew that Verizon, Apple, and Google were all exploring this). Instead of starting from scratch, AT&T purchased DirectTV (a Cable company that was on the verge of launching a live streaming service). AT&T doesn’t stop there, they want to ensure the the TV channels offer content that their customers would want (again, building a reliance on AT&T products) – they recently acquired WarnerBrothers – which oversees HBO and other channels. This strategy aims to create one Mega Product – that builds a customer’s reliance on the service. This strategy creates a bit of chaos for the Project Managers. They still have to keep the team motivated and meet deadlines, but potentially have changing requirements. How would you handle this? Where would you start? Put yourself in place of the DirectTV PM, who was overseeing the streaming service – what would your next steps be? What stakeholders would you want to talk to? How would you adapt your team and project? please list the reference.