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Whitbread PLC (A)
Describes the change process Whitbread employed in transforming its organization and culture from a single underperforming business operating in a relatively stable environment to a multibusiness, high-commitment, and high-performance corporation operating in more competitive markets. Describes how CEO David Thomas employed the Strategic Fitness Process (SFP), a strategic leadership process for organizational and cultural change, to create commitment to change within his leadership team and among 100 key executives in all parts of the company. Allowing a senior team to reinvent the corporation, SFP guides the senior team in developing a statement of strategic and organizational direction. SFP then guides the senior team through a systematic diagnosis as well as through change development and execution.
Keywords: Organizational Change and Adaptation;
Growth and Development Strategy;
Business Growth and Maturation;
Business or Company Management;
Beer, Michael, and James Weber. "Whitbread PLC (A)." Harvard Business School Case 406-007, September 2005.