What should an American company know about cultural issues relevant to doing business in Singapore that would affect how change is managed?
Gillette Singapore faced two major integration challenges: the integration of Parker Pen and the development of a single campus. Why was Gillette making the change to a campus approach? Did it make sense?
Was the change managed well at Gillette Singapore? What sources of resistance appeared during this stage of Gillette Singapore’s evolution? How well were barriers handled?
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