Anni Hood's View

From where I sit, operationally and in advisory work, five priorities stand out as meaningful;

1. Treating  human capacity as infrastructure. Every disruption, whether supply chain, geopolitical or technological, lands on people first. Depleted teams make slower, costlier decisions, often at the moment of acute need for clarity and foresight  Stability has to begin with the composure, adaptability and sentience within the business, at least in equal priority to the numbers theory. 
2. Close the absorption gap on AI. Most organisations are buying tech capability faster than their people can absorb it. The return on AI is capped by human readiness, so investment in capacity is what unlocks the yield.
3. Read the guest as an emotional state rather than a segment. In leisure travel, uncertainty changes why people travel. Demand shifts from escape to restoration: shorter, closer, deeper. Destinations that offer genuine regulation and safety, not just luxury, will hold loyalty when discretionary spend tightens. 
4. Build optionality into operations. Regional/local supply partners, flexible staffing models, scenario planning that is rehearsed, understood and ‘ready’ relative to the macro changes that concern climate extremes, geopolitical volatility, the pace of AI advance and market extremes as a result.
5. Develop the intelligence and capacity for uncertainty in leadership. The leaders who will navigate 2027 well are not those with the best predictions, but those who can stay steady without one. My favourite metaphor for this is the US originated Weebles  - Weebles wobble but they don’t fall down – IYKYK, otherwise, google!

For owners and investors, the shift feels simple but not always obvious: people risk is  business risk. The organisations that measure and protect human capacity will be the ones still standing, and growing through the years ahead.