BHK430 - Leading Strategically Complex Organisations
Candidate Number: 934658
Portfolio of Implementing Strategic Change in Complex Organisations Tasks
Assignment 1. Individual summary report, based on a defined case analysis
Word Count: 1559
Assignment 2. Individual analyses on own capabilities of leading strategically in complex organisations
Word Count: 978
GSK was formed from the merger of GlaxoWellcome and SmithKlineBeecham in December 2000. This report is going to discuss the change project undertaken at GSK Greece from 2006 until 2008. The change context, design choices, Mobile, Move and Sustain framework, and the overall strengths and weaknesses will be considered over the following four questions below. The need for change at GSK Europe was identified by Andrew Witty, the new President of Pharma. At the beginning of 2006, George Katzourakis took over as General Manager of GSK Greece.
As GSK Greece weren’t in a crisis situation, time was on Katzourakis’ side (positive). They were achieving their sales target but the local pharmaceuticals market was in decline, and local hospitals were purchasing purely based on price rather than quality. This change was designed to take a number of years rather than a short term big bang approach and was concerned with long term strategic improvement.
In the case of GSK Greece, time dictated the scope. The scope of this change was deep and broad, yet neutral. The general change was transformation through evolution. Katzourakis was able to set a path of incremental change for behaviours and values, as well as mindset. The entire Greek organisation needed to be changed, but this would take time.
Preservation was also neutral. The offices around Greece remained the same initially, as well as the external teams not based in the headquarters. Employees mostly remained and were well rewarded. The leadership style changed and employees were more empowered and they continued to meet sales targets.
The Greek organisation was not particularly diverse (negative). Not much was seen by the employees outside of GSK Greece and prior to Katzourakis taking over, the mindset of the employees was the same of the previous General Manager. There was also still an imbalance of GlaxoWellcome and SmithKlineBeecham employees and was not a “merger of equals” (Balogun, Hope Hailey and Gustafsson, 2016, p. 234) as stated.
Capability of change was low (neutral). People were required to get on board with the change which took multiple workshops. The employees were also worried about who would be taking over and if they would indeed themselves be Greek or not, so as to fit in with local culture. However, Katzourakis had the freedom to initiate change and was able to team up with the new HR Director.
Capacity was positive. Change was already successful in the UK LOC, and much of the work required for change had been undertaken. This was tailored to suit the Greek organisation through the use of training ...