AI Search Use Case in Travel: Board Governance

Everyone interested in learning how to use generative AI effectively wants proof of concept. Working with travel industry leaders on a daily basis, that is the most common request: “What are some uses cases that clearly demonstrate how AI works and delivers on its promise?”

I have one example related specifically to AI search. (In a recent LinkedIn post, I shared my 3-pillar framework defining the three basic use cases for AI in travel revolving around how we can now search, create and sell in new ways.)

The following case study highlights the value of Perplexity Pro, which I use on a daily basis for important queries rather than Google. Perplexity illustrates the future of answer engines and conversational AI where you can have an iterative dialogue with a series of AIs to find what you’re looking for better than ever before.

Perplexity keeps a record of all your searches so you can go back and review, or continue the conversation around a previous search topic within the same stream. I still use Google for basic things like checking the weather where I’m traveling to, because I try not to junk up my Perplexity library of conversations with basic searches. So Google still has value, which feels like a weird thing to say.

A big emerging theme with tourism organizations is about how board governance needs to evolve, based on a highly fluid marketplace and their increasingly complex relationship with local communities.

That is a bit over my head. I don’t think you can advise on the future of board governance strategy effectively unless you’ve actually been a CEO and worked with a board. However, I need to overcome my imposter syndrome and at least be fluent in board governance trends so I can contribute something meaningful to the conversation.

My prompt for Perplexity Pro was: “How is board governance evolving today, not including sustainability and diversity?” The reason I excised sustainability and diversity from this search conversation is not because those aren’t important, but I wanted to get as high level as possible. I also didn’t limit the prompt to tourism boards, because every tourism CEO I speak to wants to know what they can learn from other industries.

I went through half a dozen subsequent prompts with Perplexity to narrow in on some specific themes, including the need to rethink classic 3-5 year strategic planning. With so much change in our industry and destinations, boards should be developing more agile strategic planning frameworks and processes to stay current on a more regular basis.

Then I asked Perplexity to summarize the entire conversation with five key takeaways. The response was pretty good, but I felt there was a bit of overlap. I asked Perplexity if it felt the same way, and if it would be better to cull the list down to four takeaways. Perplexity responded: “You’re right, there was some overlap. I’ve consolidated the key points into four distinct takeaways.”

Here they are below (and this is in addition to all the conversation and information shared in the half-dozen prompts between Perplexity and me before this one).

1. Board Governance is Evolving to Address a Fluid Business Environment

Boards are adapting to navigate an increasingly volatile and uncertain business landscape. This evolution includes enhancing risk management processes, increasing focus on geopolitical risks and cybersecurity threats, and developing more agile strategic approaches. The aim is to improve organizational resilience and responsiveness to rapid market changes and emerging challenges. This shift also necessitates changes in board composition, with a focus on recruiting members with expertise in areas such as technology, cybersecurity, and digital innovation to ensure effective governance in today’s complex business environment.

2. Continuous and Agile Strategy Development is Replacing Traditional Planning Cycles

Organizations are moving away from static 3-5 year plans towards more dynamic, iterative approaches. This shift involves frequent strategy reviews, real-time adjustments based on data, and a more experimental approach to decision-making. The goal is to increase responsiveness to market changes and foster a culture of continuous improvement and innovation. This new approach requires leaders to develop skills in digital transformation, agile methodologies, and managing in uncertainty.

3. Integration of Traditional and Agile Methods Creates a Hybrid Approach

Companies are finding ways to combine the structure of traditional planning cycles with the flexibility of agile methodologies. This hybrid approach maintains a high-level strategic framework while allowing for agile execution within that framework. It often involves aligning sprint cycles with quarterly business rhythms and using traditional methods for long-term planning while applying agile principles to short-term execution. This approach offers benefits such as enhanced flexibility, improved risk management, better stakeholder engagement, and increased efficiency in handling complex projects.

4. Implementing a Hybrid Approach Requires Comprehensive Organizational Changes

Adopting a hybrid approach necessitates significant changes across the organization. This includes transforming organizational culture, governance structures, and decision-making processes. It requires implementing integrated reporting systems that cater to both traditional KPIs and agile metrics, adapting resource allocation processes, and creating flexible governance frameworks. Leadership needs to evolve to support this new way of working, with executives developing skills to manage in both traditional and agile contexts. While these changes can be challenging, they are crucial for successfully implementing a hybrid approach that balances long-term strategic direction with short-term flexibility and responsiveness to a fluid business environment. –END

Is the above perfect? Would I send this as is to a CEO? No, but it gives me a decent foundation for how to talk about where board governance is going. I spoke about that, briefly, in front of Visit Denver’s board last month, and the members responded positively.

But yes, the above needs work. It’s a little wordy and a little thin at the same time, and I’d want to define a few things more, like “agile metrics.”

AI search isn’t 100% perfect but it’s 1,000% better than old search. With the above synopsis, I now have direction for where to dig in further and find real-world case studies. In the past with Google, I would have spent more than a few hours hunting and pecking and skipping around the web clicking on endless stories stuffed with keywords and affiliate links. Then I’d have to try and stitch everything together into a linear, cohesive thread, and then come up with strategic takeaways.

Forget that, to put it nicely. Perplexity saved me hours of tedious, unproductive work and the end result is better.

The legacy search process that provides a bunch of blue links hasn’t really changed in 30 years. Why would anyone want to still search for anything important that way when there are now better alternatives with Perplexity, Google Gemini, Microsoft Copilot and others?

With Perplexity, the entire conversation takes place in one thread. Also, Perplexity shares source materials that help validate the outputs and provide further context for more indepth research. The Pro version provides more nuanced answers and detailed sources.

Try this process for yourself. Think of something you want to know that feels beyond your reach. That’s the real value of AI. It eats imposter syndrome for lunch. Ultimately, AI helps us soar beyond our perceived, self-imposed limits.

I speak regularly at travel industry conferences about tourism, community and economic development strategy. During the last two decades, I’ve worked with more than 100 tourism and hospitality organizations. If you’re interested in having a conversation, please reach out at greg@matadornetwork.com.