Hotel Case

The violet Hotel Case Study describes a situation where a junior advisor has architected a hotel aliment management and issue tracking resolution for a boutique hotel client. Blake, the consultant, identified a hotel maintenance management package which include a Rapid Response issue logging module, Preventative upkeep module and the Reporting Module. Blake left the engagement prior to the completion of the castrate and has been called back because the governance has been month balled a few weeks after go live. The hotel GM and Blakes boss atomic number 18 extremely unhappy. The Cast of charactersBlake Cantera An MBA learner with two weeks consulting training. The architect of the solution on his first engagement purple Hotel GM A no nonsense, old school hotelier, running a boutique business hotel in New York. The GM wants to eliminate situations where guests go bad maintenance issues. Director of Housekeeping Not a champion for the system and does not take ownership for the maintenance issues at the hotel Director of upkeep Roll has a natural conflict with housekeeping did housekeeping opus the issues and maintenance lose it, or did housekeeping just not encompass it?Director IT Espresso Vendor Potentially oversold the solution as a panacea Jack Scarso A colleague of Blakes with similar experience, who is held in slump esteem. Jack was appoint to implement the solution when Blake was transferred off. Jack received more or less no handover. Fancy Consultants Boss The kind of boss who provides little wear and mountains of expectation and appears to take little or no responsibility for the issues. Issues with the solution and approachThe implementation of the Espresso system would classify as a second ready change which impacts Technology, Process and People and requires careful planning on how to bruise the End Users resistance to change which could dramatically impact the adoption of the system. The GM is an Old School hotelier howev er the proposed solution is a real New School solution relying on digital logging, reporting and electronic task tracking rather than relationships and hierarchy for effectiveness, this suggests some ultural challenges that would appear not to have been addressed. The staff who are required to interact with the system exit undergo influence 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 headphone as they come across them. Maintenance teams are now beingness tracked using the sidekick and bar code system, to ensure move are visited. Additionally reporting has been implemented to identify top performers and act staff.As such attention to managing the people dimension to ensure that the change is take 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 litt le effective revolution or handover. Limited or no executive or worldwide management oversight or support of the implementation from FC, the Royal Hotel or the Vendor. What should Blake do? Firstly, Blake take to ensure that the Espresso System has the comitment of the full management team.After all, these are the people who let the system get mothballed so quickly. This means collecting the stakeholders and seeking their commitment to the success of this initiative this is not just Blakes task and Blake cant fix it by himself the system needs to be owned. Next Blake needs to understand what the current situation is which will learn clarifying the following wherefore did the employees stop using the system Why did the Directors of Maintenance and Housekeeping let their employees stop using the system? What needs of the employees did the old system better suit?How was the bar coding of maintenance points deployed? Did the management team receive the new reports and were their requirements catered for with the reporting tools? How were job changes managed and assigned for example monitoring the Command Centre? Infrastructure did the solution combine with existing infrastructure were the reports accessible? Were the sidekick units adopted? Through this process of analysis Blake can produce a post implementation reappraisal and and action plan for system design modifications, change management, training and re-release.