Theme park and resort group: from replatforming without a strategy to a measured roadmap
- Sector
- Leisure
- Via
- iO Digital
- Year
- 2024
- Role
- Scoping, research, session design and facilitation, then eighteen months as strategist on the account
Situation
A group of theme parks and resorts was already building a new app and a new website, with no strategy saying why or in what order. The decision-maker who had run the organisation for twenty years had just left. The management team had never had to make a decision together.
What I did
First got the strategy track in: know what you want, then build. Eight interviews, three service blueprints, eight themes into six clusters, the CEO as decision-maker. When the first session did not run as designed: took the decision-making out of the room and put it into the material. Then a KPI workshop, a feature workshop for the short term and a playbook with a reasoned order.
Where it stands
Twelve opportunities, a KPI framework per domain, a roadmap in three phases. A year later the board measures itself against that plan: phase 1 at 90 percent, phase 2 at 15, phase 3 at zero. The app is live, so is the express pass. Everything that needed a decision across departments stalled. What I would do differently: I treated a verbal commitment from the CEO as a design condition. Since then the decision-maker is part of the scope.
August 2024 to January 2025 · 3 sessions on site · 8 interviews · then strategist on the account until June 2026
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