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Matthew Bird's
Scholarly Papers
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1.
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Rosabeth Moss Kanter
Harvard Business School Matthew Bird
affiliation not provided to SSRN
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19 Oct 09
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25 Oct 09
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Abstract:
After a series of acquisitions, Maurice Levy, the Chairman and CEO of Publicis Groupe, had created the fourth largest marketing and communications company in the world. His next major challenge was managing the company's digital transformation. In December 2006, Levy acquired Boston-based Digitas, the market's leading digital agency, headed by David Kenny. After the initial merger, which included the unbundling of Digitas capabilities and the global expansion of its agency network, Publicis Groupe launched VivaKi, a new company-wide digital platform, to spearhead the firm's total transformation. But since the June 2008 launch, the global economy had taken a turn for the worse. Could Levy, Kenny, and other leaders change the holding company quickly and effectively enough to make the new model work?
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Rosabeth Moss Kanter
affiliation not provided to SSRN Matthew Bird
affiliation not provided to SSRN
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16 Oct 09
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16 Oct 09
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Abstract:
A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?
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3.
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Rosabeth Moss Kanter
affiliation not provided to SSRN Matthew Bird
affiliation not provided to SSRN
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30 Sep 09
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30 Sep 09
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Abstract:
P&G had used its purpose, values, and principles (PVP) to prepare for the physical integration of Gillette prior to the change of control. The execution of these plans posed numerous challenges in global business units as well as in individual country organizations. While managers sought to maintain business momentum during the transition, corporate leaders were intent on continuing to use Gillette as a catalyst of change.
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4.
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Rosabeth Moss Kanter
affiliation not provided to SSRN Matthew Bird
affiliation not provided to SSRN
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29 Sep 09
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29 Sep 09
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Abstract:
Since the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide decision-making in all facets of the business. But the Gillette acquisition posed a new challenge.
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