๐๐ก๐ ๐๐จ๐ฅ๐ ๐จ๐ ๐ญ๐ก๐ ๐๐๐ ๐ข๐ง ๐๐จ๐ญ๐๐ฅ ๐๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ: ๐๐ฎ๐ฑ๐ฎ๐ซ๐ฒ ๐จ๐ซ ๐๐๐๐๐ฌ๐ฌ๐ข๐ญ๐ฒ?
“We don’t need a Chief Digital Officer, our IT manager (or even worse, the marketing team) can handle that on the side.” A fatal misconception that is still widespread in the hospitality industry. While other sectors have long established dedicated digital leaders, hotels often try to manage their digital transformation with existing structures.
The difference? A CDO doesn’t think in terms of servers and software, but rather in digital business models and user experiences. They translate guest needs into technological requirements โ a competency that neither traditional IT departments nor conventional hotel managers cover.
Successful hotel groups have recognized: Digitalization is not a project, but a continuous process that requires strategic leadership. Whether as a full-time position or external consultation โ without dedicated digital expertise at the leadership level, innovation remains piecemeal.
The question is no longer whether you can afford a CDO, but whether you can afford not to have one.
How does your hotel group handle this?
