Strategic change management practices at Glaxosmithkline Limited

Abstract

Organizations deal with change on a day-to-day basis as do people. This study investigated strategic change management practices at GlaxoSmithKline Limited .The objective of the study was to determine the strategic change management practices adopted at GlaxoSmithKline Limited. And to establish the importance of adoption strategic change management practices at GlaxoSmithKline Limited. The research design employed in this study was case study method. This study collected primary data. Primary data was collected using interview guides. The collected qualitative data from the interview guides was analyzed using content analysis. Content analysis generated qualitative report which was analyzed in a continuous prose The study concludes that strategic management practices adopted by the management of GlaxoSmithKline Limited. The strategic change management practices due to external force facing GlaxoSmithKline are adopt new strategies in the face of financial distress for the purpose of breaking the critical situations to make the company to implement major corporate changes such as diversification in new products, adopt focus strategy in offering their products to specific groups in the markets and differentiation their products to serve all the categories of the customers. The study findings concludes that GlaxoSmithKline Limited management should enhance creation of awareness by developing an informal network of relation to get information, commitment, solidifying progress and integrating processes and interests, using formal analytical techniques for establishing, measuring and rewarding key initiatives to ensure significant changes are implemented. The study concludes that the vi management of GlaxoSmithKline limited engage in recruiting qualified staff and helps the company members develop a relationship necessary to maximize effectiveness of a change effort, manufacture products that are in need in the market, well implemented strategies, acquisitions that lead to achieved expected synergies, business re-engineering leading to short and less costly processes, down-sizing that lower the costs and quality programs that deliver expected outcomes.