How would you translate the concept of strategy in the world of work and specifically in the world of hospitality?

Michael E. Porter, one of the most influential economists of the last century said ‘The essence of strategy is to choose what not to do’. Going much further back in time we also find the words of Seneca: ‘There is no favourable wind for the sailor who does not know where to go‘.

These two quotes contain two strong principles linked to the concept of strategy: first of all, it is essential to know what our objective, our goal, is and then it is necessary to identify, understand and know what actions not to take and why. By doing this, it will be easier to identify the steps to follow and the method to direct all our actions effectively towards our goals.

Therefore, having a strategy is not only important and necessary to achieve economic success for the hotel business, but it is also and above all fundamental in order to be able to consistently and solidly transmit accurate methods, processes and procedures to each department and the individual employees that are part of it.

At this point, we can pause and ask ourselves some crucial questions to take a closer look at the dynamics affecting the world of hospitality and luxury realities. Given the great impact of the importance of human interactions:

1. When can strategy be a limit?
2. What is the boundary between strategy and innovation?

To answer these questions we call on an ally: the power of intuition and individual professionalism.

Taking up the previous questions, we can provide the following considerations:

1. Strategy can be a limitation when it leaves no room for the ideas and creativity of individuals
2. The boundary between strategy and innovation is marked by the courage to take actions that introduce positive changes that are different from the past.

In these last two considerations, we see that the actions of the individual person are the key to achieving corporate goals. Only when employees and colleagues feel free to suggest positive changes and only when there is a creative atmosphere in their hotel do we really generate a positive impact.

To understand this, let’s take a couple of examples:

•  When a complaint is faced, it is not always sufficient to stick to solutions derived from past cases. In fact, new situations and unforeseen events may arise and, thanks to intuition and professionalism, can be solved and managed by individuals working in a luxury world.
• The concept of ‘we have always done it this way’ hinders the motivation, resourcefulness, idea generation and creativity of individual professionals and entire teams. Knowing and being aware of when it is possible to “break the mould” and approach the guest and service in a personal and unique way can be the key to success in creating valuable experiences.

Through an approach that combines strategy, procedures and intuition, some simple results and benefits can be achieved:

• An environment full of trust: each person will have solid procedures and will also feel the climate of trust that surrounds them and leaves room for their individuality and professionalism
• Fluidity and continuous change: static procedures and strategy can be greatly reduced in favour of more innovation and fluidity in the circulation of new ideas in the organisation
• Guests’ satisfaction: when people are free to act and their ideas are valued, they will take on some responsibilities more easily, promoting improved service and guest satisfaction.

Pursuing this approach is a challenge and a necessity at the same time. In fact, on the one hand it means letting go of the excessive sense of control linked to procedures and processes, and on the other hand it is now more crucial than ever to focus on the skills and ideas of individual employees, in order to retain talent and develop them while avoiding high turnover rates.

What actions will you take to develop this approach?

Martina Dalla Vedova

Hospite Marketing Manager