Change Management- Shangri-La 2000

3516 WordsDec 2, 201215 Pages
Change Management- Shangri-La 2000 Introduction The paper reviews the changing event of organizational culture of Shangri-La Asia Limited (hereinafter referred to as “Shangri-La”) held in the 1990s. In spite of enjoying some appreciable profits and rapid development of the scale of the company in the early 1990s, their management concerned the urgency of change in organization culture in order to enhance customer loyalty through creating a common goal and a set of common values within the organization. In this paper, Kotter’s change model is used in explaining the critical change factors in Shangri-La. The case study undertaken in Shangri-La, Kowloon (hereinafter referred to as “KSL”) is used as an example to help us to illustrate…show more content…
Fig 1. Shangri-la Asia Limited Annual Report 1993-1997 The new Managing Direction feels that it is necessary to create a common goal and a set of common values to combine all the hotels to promote the feeling they were the same organizations. 2) Form a powerful coalition It’s very important to convince the key people that change is necessary. Identification of the true, strong leaders, influential people in the organization from different department is needed. Appoint these people to work as a team to build the urgency and momentum of change. The MD has identified the corporate staffs, GM and hired the group HR director who was very experienced in changing company culture to develop the process and performance measures. 3) Create a vision for Change After the team is formed, then vision needs to be identified. The vision was set as “Shangri-La vision was to be the dominant hotel in Asia by year of 2000” and the mission was set to be the dominant choice for customers, employee and shareholders. “Shangri-La 2000” strategic plan were divided in 3 pillars: Customer, People and Process & Technology. Top priority is the Customer and leadership was the foundation of the strategic plan. 4) Communicate the Vision MD communicated the “Shangri-La 2000: our Journeys towards Dominance” strategic plan to the GMs at the annual GMs’ meeting. With Corporate officers and Group HR director presence, participants could raise out the
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