How the Accor CEO Took Over a 'Sleeping Giant'

The speaker began their journey in August 2013 with a plan but realized the need to understand the company from within. They spent three months meeting 20,000 people across 40 countries to gain insights. Employees expressed uncertainty about the company's direction and a lack of communication. This feedback led the speaker to revise 40% of their initial plan before presenting it to the board.

What was the speaker's initial perception when joining the company?

• They were viewed as an outsider.

• They were seen as an insider.

• They were warmly welcomed.

• They were immediately given leadership roles.

How did the speaker begin to understand the company better?

• By meeting employees in different countries.

• By reading company reports.

• By conducting market research.

• By attending board meetings.

What was a common concern among the employees the speaker met?

• Lack of clear company direction.

• Too many meetings.

• Insufficient vacation time.

• Outdated technology.

What did the speaker decide to do after gathering feedback from employees?

• Ignore the feedback.

• Hire more staff.

• Change 40% of the initial plan.

• Increase the number of meetings.

What was the outcome of the speaker's revised plan?

• It was postponed for a year.

• It included a 40% revision.

• It was implemented without changes.

• It was rejected by the board.