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Leading Change with the 5-P Model

"Complexing" the Swan and Dolphin Hotels at Walt Disney World

College of Business Administration at the University of Central Florida, Robert.Ford{at}bus.ucf.edu

William Heisler

Troy University, wheisler{at}troy.edu

William Mccreary

Swan-Dolphin Hotel at Walt Disney World, Bill.McCreary{at}sheraton.com

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.

Key Words: change management • leading change • hotel management

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