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This presentation examines the change management processes following Amgen's acquisition of BioVex in early 2011. It focuses on the communication strategies utilized by leadership, the training provided to management, and the reception of changes by staff at the manufacturing site in Woburn, MA, and the quality site in Abingdon, UK. Key insights reveal mixed messages, reluctance from managers to enforce changes, and a lack of staff understanding of the overall vision, leading them to revert to old practices. The presentation identifies lessons learned and strategies for effective future change.
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BioVex a small company • Manufacturing Site in Woburn MA • Quality Site in Abingdon UK • OncoVEX a proposed vaccine for Melanoma and head and neck cancers • In the process of enrolling phase 3 clinical patients. History of Acquisition Early 2011 Amgen Acquired BioVex
Specific ChangeDocuments and Training Paper Based Computer Based
Communication How did leadership communicate changes to staff?
Training What sort of training was provided to management ahead of time?
Reception How were the changes received?
Lessons Learned • Leaders thought they had communicated well but messages were mixed and rumors fostered. • Managers were not sure how to or were unwilling to enforce the changes. • Staff didn’t see the big picture and when no longer being observed they went back to old ways.
Moving Forward Leadership Management Staff
Resources Hitt, M. A., Miller, C. C., & Colella, A. (2009). Organizational Behavior: A Strategic Approach (2nd ed.). John Wiley & Sons Inc. Laureate Education Inc. (n.d.). Resistance to Change [video file]. Retrieved from https://class.waldenu.edu Laureate Education Inc. (n.d.). Sustaining Change [video file]. Retrieved from https://class.waldenu.edu McNulty, E. (2002). Welcome aboard (but don’t change a thing). Harvard Business Review 80(10), 32-40 Microsoft Clipart Photo’s slides 4-11 Perrino, Amy. (2014) Photo from slide 2