From promise to performance : a journey of transformation at SmithKline Beecham / Robert P. Bauman ... [et al.].
By: Bauman, Robert P. (Robert Patten).
Contributor(s): Jackson, Peter | Lawrence, Joanne T.
Material type: BookPublisher: Boston : Harvard Business School Press, c1997Description: xi, 302 p. : ill ; 25 cm. + hbk.ISBN: 0875846343.Subject(s): SmithKline Beecham Pharmaceuticals -- Management | Pharmaceutical industry -- Great Britain -- Management | Pharmaceutical industry -- United States -- ManagementDDC classification: 338.7616151Item type | Current library | Call number | Copy number | Status | Date due | Barcode | Item holds |
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General Lending | MTU Bishopstown Library Store Item | 338.7616151 (Browse shelf(Opens below)) | 1 | Available | 00070178 |
Enhanced descriptions from Syndetics:
Here are lessons from the personal experience of the team that led one of the most successful transnational corporate mergers of all time-the transformation of SmithKline Beckman and the Beecham Group into SmithKline Beecham, a leading international health care company. The authors recount their thinking and actions as well as the successes, failures, and lessons learned. Through the story of the merger, they present a framework of five requisites for creating a culture of change: instilling a winning attitude, making the organization the hero, striving for continuous learning, instituting strategic communication, and aligning behavior with strategy. For managers, this account offers a rare, behind-the-scenes glimpse into how a major company aligned its business actions and behavior to be competitive in a rapidly changing industry, and how others can create an environment in which the ability to change sustains success. An absorbing, fly-on-the-wall account of a major merger.... For business executives and managers who want to know the inner workings of a well-executed and ultimately effective corporate merger, From Promise to Performance is a must-read.--National Productivity Review This is a fascinating, inside account of an extraordinarily successful merger. Even more important, it is a book about institutionalizing change. The merger is seen not as an end, but as a beginning. Change and learning are viewed as ongoing processes and values that sustain improved performance. I recommend it highly. It's both informative and entertaining. --Paul A. Allaire, Chairman and Chief Executive Officer, Xerox Corporation
Includes bibliographical references (p. 287-290) and index.