Case Study Greenhealth Cranbery Merger Essay

Words: 3267
Pages: 14

Master of Business Administration (MBA) LONDON METROPOLITAN UNIVERSITY at ESOFT Metro Campus, Sri Lanka
Academic Year 2014-15
MN7127ES: Change Management and Consultancy
Assessment 1: Individual Report

Strategic Change Case Study: GreenHealth-Cranberry1 Merger


This report contains the analysis of the case study of merger process of two UK based parasitical companies, GreenHealth and Cranberry. This report discuss deep inside analysis of two companies during the pre-merger stage and post-merger stage. Balogun and Hope Hailey’s Change Kaleidoscope model, Jonson’s Cultural Web Model and Kotter’s Change Steps has consider for this analysis.


1.0 Introduction: 4
2.0 Case Study Analysis
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But comparing two companies GreenHealth need a change. GreenHealth is bureaucratic, highly dictatorial and badly managed organization with de-motivated staff (nearly 90%). Even though they were not in a crisis situation GreenHeath need a change more than Cranberry.

Cranberry is a company with young talented employees. Cranberry always looking for people creative and who think out of the box. They follow open door policy and they had lot of forums where the employees can challenge and ask questions from management. Cranberry is focused on long term strategic development.

II. Scope
Final intent of the merger is a long term strategic development of both companies. To achieve this GreenHealth need to more changers than Cranberry. GreenHealth need to change their bureaucratic way of working, dictatorial way of management, organizational structure and culture. This is a transformational change for GreenHealth. Meanwhile for Cranberry this merger is realignment.

III. Preservation
Cranberry’s practice of listing to their customers & employees, maintain good relationship with retailers, online system to record inventory, sales & collect customer feedbacks should be preserved. GreenHealth’s organizations structure, bureaucratic way of working, dictatorial way of management should give up.

IV. Diversity
There was