As a strategic change agenda is implemented depends on leaders at the top of each function and geographical region of translating the agenda into action. But these measures do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of practitioners in the field. It describes business issues, organizational design dilemmas and the cultural and behavioral challenges of implementing change in a global company.

As a strategic change agenda is implemented depends on leaders at the top of each function and geographical region of translating the agenda into action. But these measures do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of practitioners in the field. It describes business issues, organizational design dilemmas and the cultural and behavioral challenges of implementing change in a global company.
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Rosabeth Moss Kanter
Source: Harvard Business School
16 pages.
Publication Date: Aug 22, 2002. Prod #: 303035-PDF-ENG
Gillette Co. (D): Implementing Change HBR case solution