The Dubai-land Case

Résumé du document

The Dubai-land Case illustrates the issues linked to creating a vision for a gigantic endeavor and making sure it happens. The case is set in 2007, in the first few months after a CEO is hired to make the vision happen. Between February 2007 and December 2010, the CEO will have to turn a plan into a reality; opening a leisure and entertainment complexes of 27,000 hectares and hiring the first wave of the 250,000 people who will ultimately work in a hub that will include dozens of theme parks, hotels, retail and residential units. Setting the vision and enlisting the enthusiasm of a team is a common challenge that many companies, business units and CEO's face when they set off in a new direction: Nothing is certain, detailed or fixed. Yet, there is a need to set a direction, get people on board and start to make it happen. In your analysis of the Case you are asked to consider the following:

Extraits

[...] What would you do if you were in Christian Perdier's shoes? What would you propose to the Chairman in five days? The project of Dubai-land is huge and complex and needs a strategy framework. Christian Perdier is in charge of the entire project and has to show that he is the leader who has the concrete vision, the skills for building an efficient and coherent strategy and the necessary personality for succeeding (he has to convince because he is new in the company). [...]

[...] For the top management, it is Christian Perdier who is going to define profile, meet the bests and hire them (it is possible to collaborate with headhunters for maximizing the results and the quality).The organization is pyramid shaped, so, the recruitment will be ensured by delegating (level by level) but it will be compulsory to respect the human resources policy defined by the top management. The pertinence of the choices will be judged by the results. How would you obtain consistent and high levels of customer experience in the design and running of Dubailand, in a situation where a big chunk of the destination is managed by others? An important part of the project will be managed by others. [...]

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[...] Heathfield. "Build a Strategic Framework: Mission Statement, Vision, Values . " Http://humanresources.about.com. Web . "Octopus." Http://www.hong-kong-travel.org. Web . "Corporation." Wikipedia.org. Web . "ISO Standards." Http://www.iso.org. Web . [...]

[...] The summarize of these values is “Facing together a unique challenge for reaching with respect and tolerance the quality and the excellence”. After these steps, Christian Perdier has to define the key strategies in order to define what are the priorities for the project (make a planning) with a draft of action plan: Take officially his place of leader by communicating about the vision, the mission statement and the values of this global project (reinforce the sense, the credibility of the project, create a story and are seen as the leader) action plan: speeches (oral storytelling), videos, creation of Intranet, internal newspapers, mailings, website, improving the public relations. [...]