A leading retail and home shopping group, which is home to many well-known brands, were going through a variety of big changes and, with a forthcoming merger, the changes would not only continue but increase dramatically.

To enable them to manage this change effectively, they wanted to not only equip their people with the necessary skills and knowledge, but also instill a culture where change is seen as a way of life and not as a one off situation.

The solution was a custom designed redhotactive development programme called Tanishka Active. This was purposely designed to achieve the following objectives:

Tanishka Active is a specifically designed scenario that mirrors the change that the organisation is going through. The Tanishka Consortium of Skiing was established in the early 1920s and for almost 100 years has provided structured skiing instruction and ski facilities for discerning holidaymakers wanting traditional active family holidays.

For decades, the Tanishka resort was recognised as the best in Europe and the customer service was renowned across the world. However over the last ten years very little reinvestment was made and the resort went into a steady decline. Many new initiatives were introduced to re-establish the company and respond to the dramatic changes in the market. However, it was all too little, too late, nothing succeeded in capturing the lustrous days of a previous era.

With the company in serious debt for the first time ever, the management structure in tatters and a business seriously out of step with the market, the guest levels fell to just under 5,000 visitors. Half of what it had been.

The company has recently appointed a new CEO who, along with the Board, has developed a comprehensive change strategy to turn the company around. They have been successful in attracting a major new investment package from the European Rural Investment Fund and have decided on a variety of new initiatives in which to invest.

Delegates are split into a variety of groups, each responsible for a different initiative. They are tasked with managing the change implementation of their own initiative at the same time as ensuring it is in sync with the rest of the change occurring throughout the organisation.

A series of unexpected events make this task a very complex and challenging one to undertake.