CHANGE IN CORPORATE CULTURE
Cultural Change As A Strategic Success Factor For Corporations
Hoteliers with passion
In a rapidly changing environment professionals are more connected and mobile than ever before; at the same time, they are more focussed on traditional values such as reliability, respect and mutual esteem. The future of the hotel business lies in our ability to unite opposites. Expectations with regard to technical excellence are coupled with the desire for well-being so that guests feel at home everywhere in the world and are happy to return to the hotel of their choice. To achieve this, a value based and well implemented culture is essential.
"An internationally growing company based on tradition." This is how Deutsche Hospitality has been positioning itself since autumn 2016 pooling Steigenberger Hotels & Resorts, IntercityHotel and Jaz in the City as well as since March 2018 the new hotel brand MAXX by Steigenberger under the umbrella brand. Two words link our roots with our international vision: Deutsche Hospitality is our response to the complex requirements of forward-looking hoteliering concepts.
The new umbrella brand clearly represents our commitment to corporate values. We wish to position ourselves as an international, dynamic brand family characterised by instantly recognisable features such as passion, perfection, caring, tradition and vision. This repositioning now demonstrates externally what we have achieved internally over the past few years. A change of corporate and leadership culture across the group and its holdings is aimed at positioning Deutsche Hospitality not only as an excellent host but also as an attractive employer inspiring its staff around the globe.
We are hoteliers by passion. This Whitepaper is intended to inform how a process of change can be successful. After almost five years, our exciting journey continues and our mission of bringing about change is a Work in Progress. However, our milestones are designed to motivate companies to embrace and initiate cultural change as strategic factor for success. Therefore, in the following pages we shall demonstrate, clearly and transparently, our approaches and experiences. We will also demonstrate how neglected values may be reinforced with new cohesion and vision. We will attempt to outline the transformation process as clearly as possible. We will describe why it can only be successful if it is supported and designed confidently and at all hierarchical levels for the process of change to be truly participatory.
With warm regards,
Management Board Steigenberger Hotels AG
Being aware of our great tradition we create new things