Leading change with the 5-P Model - "Complexing" the Swan and Dolphin Hotels at Walt Disney World
Abbreviated Journal Title
Cornell Hosp. Q.
change management; leading change; hotel management; ORGANIZATIONAL-CHANGE; Hospitality, Leisure, Sport & Tourism; Management; Sociology
An effective change process must account for all aspects related to that change. This article presents a "5-P" framework for implementing change and illustrates the application of the framework with a case situation in which the operations at the Swan and Dolphin Hotels at Walt Disney World were consolidated. The five "P"s are as follows: purpose, priorities, people, process, and proof. Briefly put, change should have a stated purpose; specific targets of change should be identified and prioritized; people potentially affected by the change should be identified and brought into the change process; the process should use appropriate levels of direction participation, and consultation; and the proof should demonstrate visibly and believably what the change accomplished. While the Swan-Dolphin complexing was not without bumps along the way, the approach resulted in a successful change implementation that saved $4 million in annual expenses.
Cornell Hospitality Quarterly
"Leading change with the 5-P Model - "Complexing" the Swan and Dolphin Hotels at Walt Disney World" (2008). Faculty Bibliography 2000s. 325.