4. Processes
• Shangri-La 2000 Development
– Identifying Core Values and Guiding Principles
– Corporate Vision, Business Processes and
Performance Measurements
– Soliciting Input from GM of Hotels
– Rounding off the Formulation Process
5. Processes
• Shangri-La Corporate-wide Roll-Out
– Communication Approach (cascading approach)
– Process Improvement
– Common budgeting process
– Alignment Survey
6. • Lack of organizational temp. check
– There’s a doubt on the commitment of the
management due to different reasons
– “If it ain’t broke, don’t fix it” mentality of the
tenured employees
– Low sense of urgency due to high growth during
the time of implementation and SLA-Kowloon has
been on a growth mode since its founding
Analysis (SL-Kowloon)
7. • The process starts with values/guideline
instead of the vision
• Weak or lack of enablement training
– For managers, from ops-centric to strategic focus
– Delegating a particular task may need some prior
preparation (objectives, skills, tools, buy-in, etc.)
– Decision-making is not easy to develop and may
need some experiences before the person is ready
Analysis (SL-Kowloon)
8. • Did they implement customer, people and
process & technology formula?
– “Do more, with Less”
– Challenges in maintaining the momentum –
budget constraints versus the no. of activities to
be executed
Analysis (SL-Kowloon)
9. Lessons Learned
• Development to Implementation was too long
(’94-’96)
– Momentum can be lost
– did they review it adjusting to the change of
times?
– Implementation took longer
– The formula they developed wasn’t obvious on
the case if they implemented it or not
10. Lessons Learned
• “Do more, with Less” – needs a balancing act
• Didn’t consider the feedback of the tenured
employees – normally this particular
employee segment is resistant to changes
11. Lessons Learned
• Maintaining the momentum
– Champion the short wins of the initiative
– Always communicate the objectives until the
employees fully understand it
– 360-feedback to get a temperature check
