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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Embedding change: give your staff a good change experience

Liz Barron Head Shot

Organisations, and the people within them, make change for a host of very good reasons – a better customer experience, increased revenue, more rewarding roles or improved profitability. They often invest a lot of money and then focus solely on making it happen; leaving how to make the change stick until far too late. In…

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Moody’s – Mitigating the risks of delivering a global payroll implementation

A global payroll challenge Following a successful growth period through acquisition, Moody’s, with entities across 30 countries, faced the challenge of dispersed payroll processes outsourced to multiple vendors, with the added complexity of different employment terms within each country. To achieve standardised payroll processes and controls globally, a new payroll solution needed to be implemented…

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Using technology to change behaviour

If there’s one question everyone asks about change, it’s “how do I get people to adopt it?” You’ve launched the new system, process, or product – but your employees are still doing things the same way they always have. They persist with the clunky manual workarounds they always used to complain about, or refuse to…

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Transitioning to business as usual

Liz Barron Head Shot

Making change stick is a challenge for most organisations and any kind of change project. In this, the second of our expert series, we look at why it’s vital to plan for the transition from project to business as usual, to ensure your investment is realised and to keep your employees engaged. One of the…

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