This report analyzes using different tools and models the impact and management of cultural change at GlaxoSmithKline after the merger in 2000. It highlights the cultural changes at research and development department of GSK, outlines the impact it is having on the organization and identifies the issues that this change is creating. The analysis is based upon in-depth discussion of change management process with the help of relevant models and figures. The report concludes with recommendations for the smooth transformation at GSK.
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