In November 2006, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, Symon Bridle, was thinking about the solutions for the numerous organizational problems which created obstacles regarding Shangri-La's rapid expansion strategy. There were three important problems at hand: (1) the company was expanding in high-wage economies in Europe and North America; (2) the company was expanding its presence in China, which was a nation where front line employees were not used to have the authority of making decision ability; and (3) the startups in the Chinese hotel market were going for Shangri-La's staff and increasing wages in all time low-waged marketplaces.
As a COO, Bridle had to ensure that Shangri-La's signature tradition of "Asian Hospitality" was maintained during this growth.
PUBLICATION DATE: March 17, 2008 PRODUCT #: 110C07-HCB-CHI
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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