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Individual Weakness and Organization Design
Sub Heading or real title appearing below the organization's name which should be posted in the above Title field
Individual Weakness and Organization Design
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Note: This information was produced using AI analysis of the video presentation transcript and has not yet been reviewed and approved by the client or the consultant.
Summary
Reality HR: John Young on Individual Weakness and Organization Design
John Young is the recently retired Executive Vice President, Human Resources of the esteemed Four Seasons Hotels and Resorts.
HR.com interviewed Mr. Young about a fascinating case of trying to rescue a key, highly talented but troublesome manager, and the power of organization design in the process.
JY: In 1983, we had 13 hotels in 3 countries. By 2000, this had grown to 60 hotels in 29 different countries. So the backdrop for this story is very rapid, international growth and the development of Four Seasons into the pre-eminent luxury brand in hotels and resorts.
In 1989, we promoted a new leader to the Vice President level to take over leadership of a strategically important, specialized department. Already in the department at a Director level, he was a very talented technical expert and enjoyed the full support of top management. His experience as a manager of major projects and a large team was limited. It quickly became apparent that, despite his technical brilliance, he initially lacked the managerial and organizational skills necessary to succeed in the position.
John Young is the recently retired Executive Vice President, Human Resources of the esteemed Four Seasons Hotels and Resorts.
HR.com interviewed Mr. Young about a fascinating case of trying to rescue a key, highly talented but troublesome manager, and the power of organization design in the process.
JY: In 1983, we had 13 hotels in 3 countries. By 2000, this had grown to 60 hotels in 29 different countries. So the backdrop for this story is very rapid, international growth and the development of Four Seasons into the pre-eminent luxury brand in hotels and resorts.
In 1989, we promoted a new leader to the Vice President level to take over leadership of a strategically important, specialized department. Already in the department at a Director level, he was a very talented technical expert and enjoyed the full support of top management. His experience as a manager of major projects and a large team was limited. It quickly became apparent that, despite his technical brilliance, he initially lacked the managerial and organizational skills necessary to succeed in the position.
Project Information:
| Industrial sector | Types of organization | Governance | RO Stratum | Employees | Labour relations | Region | Country |
|---|---|---|---|---|---|---|---|
|
Hospitality - hotels and restaurants
|
Hotels
|
Private
|
Global,
North America
|
Canada
|
| Types of interventions | Specific functions targeted | Strata where RO interventions were used | Approximate Years |
|---|---|---|---|
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Project Principals
