Product details

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Abstract

Second of a two case series (495-009-1 and 495-010-1). This case describes the strategic and organisational challenges facing the firm in 1994 as it begins to implement its new corporate strategy of "integrated healthcare" in the context of the changing healthcare industry. 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.
Location:
Size:
55,000 employees, GBP6 billion turnover
Other setting(s):
1994-1995

About

Abstract

Second of a two case series (495-009-1 and 495-010-1). This case describes the strategic and organisational challenges facing the firm in 1994 as it begins to implement its new corporate strategy of "integrated healthcare" in the context of the changing healthcare industry. 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.

Settings

Location:
Size:
55,000 employees, GBP6 billion turnover
Other setting(s):
1994-1995

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