Stories worth spreading

CEO SILKPATH HOTELS & RESORTS USE WEATWORK TO TRANSFORM OWNERS' MINDSET

July 1, 2018 - July 1 2019

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Johan Lindholm - CEO, Silkpath Hotels & Resorts

"WEATWORK gives me powerful tool-sets to not only self-transform but also transform our owners & investors' mindsets over SilkPath's Business Models, Restructuring Strategies & how to smartly execute them"

"The most important model brought by WEATWORK was the alignment among various elements of Business Balanced ScoreCard - BSC. Any business can come up with a BSC to capture the whole picture of how they perform in a comprehensive way.

 

However without the alignment between short-term profits & long-term growth, cost reduction & revenue generation, guest satisfaction & employee engagement, etc., leaders only spend time discussing or even arguing about how to set and achieve the business goals that decide all activities in the organisation"

 

See BSC Alignment by Weatwork below - 

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About Silkpath 

a boutique hotel collection
in Vietnam’s captivating heritage destinations

On the first day at work, or even during the job interview, any C-level executives & his/her employers made a great impression that they will work with each other in long term. Simply because both sides are together looking forward to a long-term business prospect. No one just thinks of few weeks or few months of cooperation as they both know how costly it is to hire & fire an executive in a demanding & competitive labor market. 

However why was a CEO leaving a company just after 10 days? Or within 8 months, 15 C-level leaders left a corporation, making a historic record-hitting executive turnover in Vietnam? 

This is because one or both sides break the promises of long-term cooperation during the interview or on the first day at work. After few weeks or few months, either C-level leaders or owners realized the other side doesn't have the ability to communicate the LONG-TERM or SHORT-TERM goals the business plan need to target, and especially how to achieve the goals?

There are two typical cases in this misperception. One is the C-level employees failed to show owners/investors a great plan to achieve the long-term goals. Two is the owners actually never think that far about long-term goals. If CEO brought in a very well-structured business plan for long-term development, owners said it is too ambitious or too much to invest. If CEO came up with a feasible one, it depends on how timely & how consistent owners provided resources for executing the agreed business plan. 

01. 

Top-down business goals are the most important element

On the first day at work, or even during the job interview, any C-level executives & his/her employers made a great impression that they will work with each other in long term. Simply because both sides are together looking forward to a long-term business prospect. No one just thinks of few weeks or few months of cooperation as they both know how costly it is to hire & fire an executive in a demanding & competitive labor market. 

However why was a CEO leaving a company just after 10 days? Or within 8 months, 15 C-level leaders left a corporation, making a historic record-hitting executive turnover in Vietnam? 

This is because one or both sides break the promises of long-term cooperation during the interview or on the first day at work. After few weeks or few months, either C-level leaders or owners realized the other side doesn't have the ability to communicate the LONG-TERM or SHORT-TERM goals the business plan need to target, and especially how to achieve the goals?

There are two typical cases in this misperception. One is the C-level employees failed to show owners/investors a great plan to achieve the long-term goals. Two is the owners actually never think that far about long-term goals. If CEO brought in a very well-structured business plan for long-term development, owners said it is too ambitious or too much to invest. If CEO came up with a feasible one, it depends on how timely & how consistent owners provided resources for executing the agreed business plan. 

01. 

Top-down business goals are the most important element

On the first day at work, or even during the job interview, any C-level executives & his/her employers made a great impression that they will work with each other in long term. Simply because both sides are together looking forward to a long-term business prospect. No one just thinks of few weeks or few months of cooperation as they both know how costly it is to hire & fire an executive in a demanding & competitive labor market. 

However why was a CEO leaving a company just after 10 days? Or within 8 months, 15 C-level leaders left a corporation, making a historic record-hitting executive turnover in Vietnam? 

This is because one or both sides break the promises of long-term cooperation during the interview or on the first day at work. After few weeks or few months, either C-level leaders or owners realized the other side doesn't have the ability to communicate the LONG-TERM or SHORT-TERM goals the business plan need to target, and especially how to achieve the goals?

There are two typical cases in this misperception. One is the C-level employees failed to show owners/investors a great plan to achieve the long-term goals. Two is the owners actually never think that far about long-term goals. If CEO brought in a very well-structured business plan for long-term development, owners said it is too ambitious or too much to invest. If CEO came up with a feasible one, it depends on how timely & how consistent owners provided resources for executing the agreed business plan. 

 
 
 
QUICK QUIZ
1. Which reason frightens you the most?
2. If you're the staff, which case makes you willing to confront?
3. If you're the leader, which case might potentially happen to you without knowing it?
4. If you're the leader, which reason you want to get rid of the most to keep your employer branding?
Which one you think is the most common for the 06 reasons?
 

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