I spent some time researching what are the main concerns of hotel company leaders. I put the list below, but it is quite familiar: People, talent, and culture top the chart. Finding and keeping good staff has apparently never been harder.
What struck me while looking at this list is how interconnected these challenges are. Points one (talent) and three (efficiency). Both could be dramatically improved by point four, technology. The tools and tech already exist. Mobile staff apps, AI-driven stock control, workflow automations, next-gen PMS. These are not futuristic prototypes, they exist today, and they work.
Also, you should subscribe to my newsletter, it’s on Substack.
So why are we not seeing more adoption? Caution. Conservatism. Sometimes even fear. Hotels move slowly on tech, often slower than airlines, retailers, or restaurants. And yet, the very things leaders say they need, efficiency, reduced costs, better guest service, are exactly what today’s tech delivers.
Here is a radical thought: hotels should adopt a single north star metric for tech. Every hour a staff member spends looking at a screen instead of making eye contact with a guest is money lost. That may sound unscientific (it is), but think about it. Hospitality thrives on human connection. The moment technology pulls employees away from guests, it is working against its purpose. The best hotel tech is invisible, running in the background, removing friction, freeing staff to do what no AI can: make guests feel welcome.
Of course, not every concern can be solved with code, but let’s be honest, if we do not get the basics right, if staff morale stays low, staff turnover keep going and costs keep spiraling while guest expectations climb. If we can make staff deliver a better experience everybody wins. Staff feel grateful for their jobs and guests pay more.
The tools exist. The opportunity is here. The real question is whether the industry will keep treating technology as a cost line to minimize, or as the hidden multiplier that makes everything else work better.
Maybe the future of hotel leadership is not about finding the next big concern. Maybe it is about finally solving the ones we already know, with solutions we already have.
