Entering a new market such as Paris was challenging not only because of the specific aspects of the hotel business, UT due to all the surrounding factors that affect the performance of any organization in France: socio-economics, legislation, national culture, etc. All these aspects affected Four Seasons, for example when they had to rehire F. S.
George Vs. prior employees and deal with unions and when they had to accommodate the 35-hour-per-week schedule (increasing staff per room to 2. 5 from their average 1. 6), all affecting productivity and cost. These situations do not occur only in France but in every entry where organizations enter a new market, requiring them to adapt and grow with the environment.
Change is difficult and most of the time unsuccessful, but in my opinion the key of success for Four Seasons resides in a well-defined organizational culture with the right values (such as the golden rule, diversity) that are effectively communicated and preserved by the HER management. This is perhaps the key take-away of their success and it can be applied to any industry-? Implementing a cultural change takes time, education and reinforcement and squires having the right HER strategy and management.
This organization learned how to manage change by embracing the particular aspects of every country, promoting diversity but maintaining their core values of performance and quality by selecting the right people, training and rewarding behaviors aligned with the organization’s culture and goals. Four Seasons as a company has grown from a single hotel to 93 In 38 countries, and Its deeply Instilled culture. Personified by Its employees, continues to get stronger.
