GlaxoSmithKline – Merger Integration

GSK

When SmithKline Beecham and Glaxo Wellcome merged, to create the largest pharmaceutical company in the world, an extensive integration programme was kicked off. i-Realise initially worked with SmithKline Beecham to help with merger preparations, after which the relationship continued with the new entity, both during integration and for several years post-merger. Approach We ensured that…

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Engagement and communication to manage change

Communication and stakeholder engagement represent just one pillar of a robust change management programme, but without handling them effectively, change success is almost impossible to achieve. But what makes them effective? There are a number of key elements, and in this expert series, we focus on one that is often missed or ignored – why…

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B&Q – Central Business Effectiveness (CBE) Programme

B & Q Storefront

Background B&Q were at critical mass with the number of initiatives within their Central Business Effectiveness (CBE) Programme. Their tactical approach to business change and improvement, combined with the number of ‘stand-alone’ projects that were struggling for sponsorship, management ‘bandwidth’, competent team members and discrete budgetary allocation meant they were becoming overloaded. i-Realise were engaged…

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