The newly appointed CEO of a global hotel chain inherited a business in crisis. It had recently de-merged and was undergoing a brand name change. It had heavy bureaucracy and overhead costs 15-20% above industry average in an extremely cost-competitive industry. Externally, there was a global economic downturn and a massive slow-down in travel post 9/11.
Not surprisingly, it was being downgraded by analysts and faced a hostile takeover attempt.
The new CEO initiated an “organization review” and invited RBL to help turn the organization around.