Our project for Accor is the following: "changing standard rooms into eco-friendly rooms to improve sustainability in existing Accor hotels". This involves creating green rooms in the Pullman Hotel in Paris, which would include recycled materials, energy-lowered devices, and an efficient reorganization of space.
To do so, we will firstly present how we will deal with the execution gap, manage our key resources, and finally how we implement and communicate about the change.
[...] The text The People Who Make Organizations Go – or Stop advises us to make careful use of the network: indeed they might be a precious asset if found according to our new corporate culture. The text Cracking the code of change makes us aware of the need to engage consultants, which may help us at the corporate level, to help change the culture and deal with the change, as well as ‘on the ground' with the renovation plan. Implementing and Communicating About the Change A. Manage Change Resistance Every project represents a change within the company, and might be difficultly accepted by the various numbers of people. [...]
[...] In fact, we need people who embrace the change, and support it from A to Z. These people can be found within our existing staff if some are ready to carry out the project, or external partners who will dedicate their time to implementing and communicating about the plan. To manage this change, it is very important to support individuals, take into account feedback and deal with potential side effects (critics, fear.). Motivated people who understand the ‘why' we do such a project will be more likely to become change champions their turn. [...]
[...] URL https://www.projectmanager.com/blog/project- execution (accessed 12.8 .19). Cross, R., Prusak, L The People Who Make Organizations Go – or stop. Harvard Business Review. Illingworth, J., Change management course, IESEG. Jackall, R Moral Mazes: Bureaucracy and Managerial Work. Harvard Business Review. Nohria, N., Beer, M Cracking the Code of Change. Harvard Business Review. Rivera, M Tips for Successful Project Execution and Completion. [...]
[...] Keeping reinforcing the new practices is the key challenge. B. An Effective Communication Two types of communication are needed in that case: internal and external communication. Firstly, the internal communication will be provided mainly by the management and the change champions. In fact, as we will dedicate a whole team to this new project, everyone needs to be aware but these people need particular attention. To do so, we will use group meetings, but also emailing, training, the intranet, and surveys for feedback. [...]
[...] Monitor Progress Regularly Monitoring our progress very closely is essential to deal with small or big obstacles which might appear and anticipate. According to the article Moral Mazes: Bureaucracy and Managerial Work by HBR, it is important not only to monitor the global progress, but also the individual progress. In fact, everyone involved in the project has a precise role to play, and we can't allow ourselves to have useless staff. We will monitor progress by a complete evaluation at our milestones, but also every month: for example, the number of people trained, the number of rooms rearranged, the effectiveness of our communication In the end, we will be able to evaluate the number of partners, the number of clients, the energetic efficiency of the green rooms which will give us an idea of the success of our project. [...]
APA Style referenceFor your bibliography
Online readingwith our online reader
Content validatedby our reading committee