Asia Pacific - Latest

From my experience leading spa and wellness teams, confidence grows when team members understand what is expected, receive the right training and tools, and know their leaders will support thoughtful decisions.In hospitality, employees must often respond in the moment.

A phrase I use to govern any project and life in general is: "Show me the incentive, I'll show you the incentive."The simple fact that we have KPIs often means we try to optimize for those KPIs as a proxy for the guest experience, but it ends up being a facsimile.

Sustainable hospitality excellence begins at the top. Leaders must align around a clear mission and values and visibly walk the talk. Culture is not what appears on a wall; it is what colleagues experience through inclusion, recognition, support, communication and accountability.Empower people to make decisions in the interest of guests and colleagues within sensible guardrails, and recognize the small wins.

I see AI as a tool, not a strategy in itself. Today, its greatest value for us is business intelligence: helping our teams analyze information faster, identify patterns, challenge assumptions and give owners better insight into performance.

The AI conversation has now evolved beyond experimentation and into practical application. AI has the potential to reshape how capital is deployed across a hotel; from cost estimation and value engineering to project scheduling, risk management, design and operational decisions.

Chris Nassetta was right to call this AI’s “early days.” However, we are seeing consistent evidence that shows great promise for owners and operators.First, AI improves data consolidation and presentation. For decades, we have been trying to organize and bring data into clear, actionable reports.