The document discusses the implications of Kraft's acquisition of Cadbury on organizational culture. It finds that while Kraft aimed to strengthen its brand and control through the takeover, Cadbury's culture emphasizing friendship and community faces risks of damage from Kraft's more performance-driven culture. Successfully implementing change will require strong leadership, communication, and a strategy respecting Cadbury staff to mitigate risks like lower morale, trust issues and weakened brand loyalty.

1. The implications of Kraft-Cadbury takeover: Cultural Change By: Alex Osborne, Vivian Songonuga & Mphasto Chibwana 20 th April 2010

7. Implications of cultural change on Kraft and Cadbury Implications on Kraft Implications on Cadbury Strengthened Brand Damaged Heritage Drives higher performance leading to higher revenue Lower moral and performance Better control of the organisation Staff burn-out Better reputation Risk of losing benefits schemes to American procedures Efficiencies through alignment of procedures and processes Trust Issues Alignment of goals Weakened Brand

9. The factors needed to implement and sustain cultural change Cultural Change Drivers for change Drivers against Change Government Interventions Brand Loyalty, e.g. Consumer boycotting brand Strong leadership Good communication of change Good strategy and plan Good support from team Resources e.g. human and financial Employee resistance: Unions Bad press by the media Empathy and respect for acquired company *Adapted from Kurt Lewin (1943) Force Field Analysis