Public trust in AI is eroding as Forrester, Pew, and UC Berkeley data show employer regret over AI-driven layoffs, rising workloads, and only 16% of US adults believing AI will benefit society.
A hospitality professional reflects on how Stephen King's "On Writing" inspired a daily writing habit and ultimately led to publishing their first book.
An industry keynote speaker argues that as AI automates routine hospitality tasks, the human capacity for empathy, judgement, and connection becomes more valuable, not less, and offers a practical leadership framework to balance both.
Owner Dan Behm shares how Nayara Bocas del Toro, a 20-key private island resort in Panama with ADR above $1,500, was built from scratch and is driving the growing "laidback luxury" travel trend.
A leadership philosophy essay arguing that sustainable success in business, community, and life depends on consistently creating more value than one receives.
Research on the Swiss Beer Awards and World's 50 Best Restaurants shows how award recognition travels beyond individual winners to shape partner businesses, industries, destinations, and future standards of excellence.
Meyer Jabara Hotels outlines a 2027 strategy centered on capital discipline, ancillary revenue capture, and profitability as STR forecasts RevPAR growth slowing to 2.1%.
A hospitality AI veteran argues that culture, not technology, determines AI success, offering five belief prerequisites hotels must audit before any platform rollout.
A piece referencing Frank Abagnale, the famous impostor, as a lens for commentary relevant to the hospitality industry.
A strategic analysis of Kempinski's gradual loss of luxury market position since 2010 and whether new CEO Barbara Muckermann's brand, ownership, and flagship strategy can restore its relevance by 2040.
HSMAI Europe outlines a packed autumn schedule spanning six cities across five countries, with Commercial Strategy Week set for InterContinental London Park Lane in January 2027.
Opinion piece argues hospitality should broaden its leadership pipeline beyond traditional ranks, citing case studies of leaders from law, psychology, and other fields who bring transferable skills the industry needs.
Hotels default to whichever KPI is loudest in the room rather than blended value, creating structural bias that quietly erodes commercial outcomes over time.
The author challenges the industry's growth-at-all-costs mindset, arguing destinations must measure resident benefit alongside visitor volume and establish a transparent social contract for tourism.
A hotel finance coach explains how consistent, public content creation over a decade led an AI to recommend him to a stranger, and what hospitality professionals can learn from that to build their own specialist reputation.
A Newport Hospitality Group executive reflects on a stronger-than-expected H1 2026, cautioning against over-reliance on World Cup-boosted averages while urging owners to reinvest in existing assets and operators to focus on fundamentals.
An opinion from the Hotel Data Conference argues that hotels are adopting AI as a buzzword rather than a solution, confusing predictive, generative, and autonomous systems with no clear operational strategy.
The GM role is evolving beyond operational control to demand emotional intelligence, digital fluency, cultural awareness, and sustainability accountability alongside traditional financial and service responsibilities.
Newport Hospitality Group outlines its three-part business planning framework, integrating a capital plan, commercial strategy, and operating budget to create a cohesive roadmap for ownership and operators.
An industry perspective on why luxury hotels must define brand-specific authenticity rather than defaulting to warmth or informality, with practical questions for GMs on training judgment over scripts.