Abstract
Novotel is one of the world’s major hotel chains, occupying a leading place in Europe and with locations globally. We interpret Novotel’s change management programme in the 1990s in three parts. First, we summarise the actions that managers took in terms of strategy and organisation. Second, we consider the sequence and timing of events, and how this resulted in rapid transformation in an organisation employing more than 30,000 people. Third, we emphasise the dialectical nature of the change processes: an element often ignored in the literature that likes to see things as an either–or rather than a both. We observed both deliberation and experimentation; both integration and differentiation. We also observed both preservation and transformation, as noted in our sub-title ‘Back to the Future’. Finally, we wrap up with a discussion explaining how our story can add to better thinking about change. We suggest that we can shed new light on some old debates and provide tangible guides for action. qc 2001 Elsevier Science Ltd.