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Team 8
History Background
CVV 1989 1995
1 9 98
GSK 2000
The merger creates the worlds biggest pharmaceutical firm after U.S. long regulatory delays. Restructuring R&D departments Reengineering marketing operations Cost cutting policy Both company cultures survived the amalgamation and managers kept the ex SB or Glaxo way of doing things. The result was a lack of motivation of the employees because of many changes accruing in short time and unimpressive figures and public skepticism
During the integration phase Glaxo attempted to dominate and obliterate welcomes culture The result was a severe clash, unimpressive figures and public skepticism
Evaluation of the merger outcome Non achievement in the early stage of integration
Scepticism of the investors ( bad records of GSK at taking drugs from PIII trials to markets) Few launch of interesting medicines and no blockbusters: GSK became dependent on licensed products (reorganisations, new structure, forming and reforming the teams, changes in location delays in plans )
Evaluation of the merger outcome Non achievement in the early stage of integration
a lack of motivation of the employees because of many changes accruing in short time Bureaucratie approach established in the company (difference in management style, delays.) Bad reputation ( accusations of profiteering) and distracting rumors and gossiping
Achievements