Shangri-la hotels and resorts achieving service leadership

Situation Review: Shangri-la Hotels and Resorts – Achieving Service Leadership &mdash Presentation Transcript

1. Shangri-La Hotels and Resorts – Achieving Service Leadership Situation Presentation

2. Situation Details &bull Shangri-La 2000 Proper Plan (Phase I)

3. Situation Details &bull Shangri-La 2000 Proper Plan (Phase 2)

4. Processes &bull Shangri-La 2000 Development – Determining Core Values and Guiding Concepts – Corporate Vision, Business Processes and gratifaction Dimensions – Taking Input from GM of Hotels – Rounding from the Formulation Process

5. Processes &bull Shangri-La Corporate-wide Roll-Out – Communication Approach (cascading down approach) – Process Improvement – Common budgeting process – Alignment Survey

6. Analysis (SL-Kowloon) &bull Insufficient business temp. check – There is a doubt around the commitment from the management because of different reasons – &ldquoIf it ain’t broke, don’t repair it&rdquo attitude from the tenured employees – Low feeling of emergency because of high growth throughout time of implementation and SLA-Kowloon continues to be on the growth mode since its founding

7. Analysis (SL-Kowloon) &bull The procedure begins with values/guideline rather than the vision &bull Weak or insufficient enablement training – For managers, from operations-centric to proper focus – Assigning a specific task may require some prior preparation (objectives, abilities, tools, buy-in, etc.) – Decision-making is difficult to build up and could take some encounters prior to the individual is ready

8. Analysis (SL-Kowloon) &bull Did they implement customer, people and process & technology formula? – &ldquoDo more, with Less&rdquo – Challenges to maintain the momentum – financial constraints in comparison to the no. of activities to become performed

9. Training Learned &bull Development to Implementation was too lengthy (’94-’96) – Momentum could be lost – did they evaluate it modifying towards the change of occasions? – Implementation required longer – The formula they developed wasn’t apparent around the situation when they implemented it or otherwise

10. Training Learned &bull &ldquoDo more, with Less&rdquo – requires a balanced exercise &bull Did not think about the feedback from the tenured employees – normally this specific worker segment is resistant against changes

11. Training Learned &bull Maintaining the momentum – Champion rapid wins from the initiative – Always communicate the objectives before the employees completely understand it – 360-feedback to obtain a temperature check

12. Change Management Frameworks

13. Sources &bull McKinsey’s 7s &bull Controlling business changes &bull Shangri-La Abu Dhabi &bull Shangri-La Logo design &bull Goal Logo design

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