The Royal Hotel Case Study describes a situation where a junior consultant has architected a hotel maintenance management and issue tracking solution for a boutique hotel client. Blake, the consultant, identified a hotel maintenance management package which included a Rapid Response issue logging module, Preventative Maintenance module and the Reporting Module. Blake left the engagement prior to the completion of the change and has been called back because the system has been month balled a few weeks after go live. The hotel GM and Blake’s boss are extremely unhappy.
The Cast of characters
Blake Cantera > An MBA student with two weeks consulting training. The architect of the ...view middle of the document...
The GM is an “Old School” hotelier however the proposed solution is a very “New School” solution; relying on digital logging, reporting and electronic task tracking rather than relationships and hierarchy for effectiveness, this suggests some cultural challenges that would appear not to have been addressed.
The staff who are required to interact with the system will undergo process and cultural changes
The way that housekeeping report issues changes – instead of waiting until the end of the shift they now report issues using the phone as they come across them.
Maintenance teams are now being tracked using the sidekick and bar code system, to ensure stations are visited. Additionally reporting has been implemented to identify top performers and motivate staff. As such attention to managing the people dimension to ensure that the change is adopted is critical to the success of the initiative
In-experienced change implementor acting without supervision or guidance.
Change in key resources during the implementation with little effective transition or handover.
Limited or no executive or general management oversight or support of the implementation from FC, the Royal Hotel or the Vendor.
What should Blake do?
Firstly, Blake needs...