The most recent article I was sent from the editor at Lodging Magazine was once more a rather nebulous topic to depict concretely. It detailed that when mergers occur in the hotel industry, a not uncommon phenomenon I gather, the transition period is very important and if mishandled can result in a lot of staff disruptions. The hotel’s general manager and HR department are key in steadying the ship, and the article advises that they prioritize onboarding, data system upgrades, compliance and operational efficiency.
Quite a jumble of complex ideas! I came up with two simpler versions of this situation and sent them as pencil sketches. The first was the proverbial tangled ball of twine, with a general manager directing staff how to de-tangle.
The second, which I liked better, was a Rubik’s cube turning, with people climbing, clutching and interacting on it as it twisted. I thought this pictured a number of the things the article touched on: the churn of the merger, how staff feel displaced, the uncertainty, and the need to keep communicating.
The editors liked this one too, so I traced it onto illustration board, tightened up the people, and painted it in with those bright Rubik’s cube colors.