This report provides a comparative analysis of change management strategies employed by Whitbread PLC and the Savoy Hotel. It examines the application of the Lewin change management model, including the unfreezing, changing, and refreezing stages, within the context of each hotel. The report highlights how Whitbread PLC focuses on integrating change to improve operational efficiency and how the Savoy Hotel prioritizes high-quality service. The analysis contrasts employee attitudes toward change, with Whitbread PLC employees generally accepting transitions and the Savoy Hotel employees displaying more resistance. The report also explores the implications of these different approaches on leadership styles, organizational structure, and the overall success of implementing change within each hotel environment, drawing attention to the challenges and benefits associated with their respective strategies.
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