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  • August 2002 (Revised February 2005)
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Gillette Company (D): Implementing Change

By: Rosabeth M. Kanter
  • Format:Print
  • | Pages:16
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Abstract

How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

Keywords

Business History; Competitive Strategy; Strategic Planning; Change Management; Organizational Design; Organizational Culture; Organizational Change and Adaptation; Behavior; Leading Change; Retail Industry

Citation

Kanter, Rosabeth M. "Gillette Company (D): Implementing Change." Harvard Business School Case 303-035, August 2002. (Revised February 2005.)
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About The Author

Rosabeth M. Kanter

General Management
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Related Work

    • June 2012
    • Faculty Research

    Gillette Company (A), (B), (C), (D) and (E ) (TN)

    By: Rosabeth M. Kanter and Matthew Bird
Related Work
  • Gillette Company (A), (B), (C), (D) and (E ) (TN) By: Rosabeth M. Kanter and Matthew Bird
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