In late 2002, a leading global hospitality group’s parent company proposed separation of the group’s hotels and soft drinks businesses from the retail business, and the return of $700 million of capital to shareholders. Also at this time, the company’s leadership ability was being questioned by analysts and investors on its ability to grow a profitable hospitality company. The company’s leadership team faced disjointed brands, regions and operational teams.Accelare team members engaged with the company’s leadership team to break through these obstacles. The effort included a rapid design phase to overhaul the company’s operating model and 6 month detailed design and implementation period. As a result, the joint effort produced a aligned and streamlined global organization.
The hospitality group was able to deliver a more efficient organization with 30% decrease in its cost structure. Also, the leadership team was able re-establish its ability to investors and analysts as evidenced by a 75% share price increase in a span of 10 months.
Read the entire case study here