Reviewing a Business Plan

Building Consensus

Creating Strategy

ICA was asked to work with a fast-expanding hotel group with 42 locations. They wanted to develop new General Managers from within the Group's employees. The emerging leaders were in their 30's and, while doing very well in their operational positions, had little or no other management background.  The traditional managerial style in the group was generally directive with little authority delegated to them to handle matters beyond the routine.  Their slogan, "The Guest is God", although powerful and accepted throughout the Group, was difficult to implement as employees did not feel free to give the required attention to caring for guests. The Human Resources Vice President saw the need for a participative style and care for employees if the group was going to be able to continue its fast growth and exceptional customer service.

ICA led Participatory Strategic Planning sessions with managers of three major hotels in the Group. Implementation by participant task forces after the planning revealed an overwhelming directive management style among hotel general managers. A pilot Leadership Training program was then established for 33 "Fast Track" Operational Managers from across the Group.  Composed of three one-week programs, participants were given on-the-job homework assignments between programs to carry out in their respective hotels. ICA staff led focused conversations to debrief their experience upon their return to the training series.  ICA also led a second training program for 33 more managers, including administrative and sales people.  A "train-the-trainer" program was held for human resources staff and operations training managers. 

Finally, ICA conducted a "New Paradigm in Business " course for teams of top managers from several companies, including the hotel company, in which members examined the fast-moving societal changes and the anticipated impact on their organizations in the future.

This hotel group became an even faster-growing group, expanding to a range of "4-star" hotels and entering into management contracts with important hotels around the world. Sixty percent of the 63 "Fast Track" managers were promoted to Resident Manager or General Manager within three years of the Leadership Course.

Two hundred Department Heads and General Managers were included in additional Leadership programs to help them understand and support the changes taking place in the organization. This became a signalthat the company was moving in a new direction. The hotel has not needed to hire from outside during its fast-growing period and has been able to maintain a very powerful service culture.

ToP methods are enabling companies around the world to develop and implement innovative strategies. Combined with training and on site consultation, companies are able to develop corporate cultures that integrate participation into their ongoing operations.