Product details

First of a two-case series. This case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger. The case promotes discussion of the strategic, organisational and cultural issues in the various phases in corporate transformation, and of the issues of: equal mergers; culture change; organisational change; strategic change; the management of large complex firms; and the role of top management in change efforts.