In 2001, James M. Kilts, then newly appointed as chief executive officer of Gillette Co., replaced two-thirds of the company's senior management team and trimmed 3,700 jobs, more than 10% of the company's work force. Employees of the century-old company thought they had seen the shake-up of all shake-ups.
Just wait until they see what Procter & Gamble Co. could have in store.
In announcing the $52.4 billion takeover of Gillette, P&G's CEO, A.G. Lafley, said he planned to "learn a lot from the people at Gillette" and talked about ways the companies could combine Cincinnati-based P&G's knowledge of women with the shaving know-how of Boston-based Gillette and delve into the business of women's hair removal, which Mr. Lafley said was a $10 billion business.
But Mr. Lafley's organization has a tendency to teach rather than learn. P&G has such a strong corporate culture that employees develop a lingo that only other P&Gers understand. The employees, nicknamed "Proctoids," write memos......

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Title: M&A: Culture Integration
Approximate Word Count: 891
Approximate Pages: 4 (250 words per double-spaced page)

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