Thank you for Subscribing to Hospitality Business Review Weekly Brief
Ester Abad is a seasoned hospitality professional with nearly a decade of experience at Meliá Hotels International. She has excelled in roles such as Head of Digital Change Management & PMO, Project Manager, EMEA Project Manager, and EMEA Procurement Executive. Ester has successfully overseen over 17 hotel openings and rebrandings across multiple countries, demonstrating expertise in full-cycle project management, process reengineering, and SAP landscapes.
In an interview with Travel and Hospitality Tech Outlook Europe Ester Abad shares her insights on navigating digital transformation in the tourism industry, highlighting the challenges and strategies for effective organizational change.
What do you think are the key challenges in the tourism industry?
We face numerous external challenges in the tourism industry. Climate change is a significant factor, especially in Spain, where much of our tourism revolves around sun and beach vacations. As weather conditions improve in tourists' home countries, fewer people are inclined to travel here for these experiences. We also have to deal with a labor shortage in the sector. The pandemic has highlighted the industry's less attractive aspects, such as its 24/7 operation, which makes achieving a work-life balance difficult.
Another major trend is the polarization within the industry. On one hand, there is a shift towards luxury tourism, which emphasizes a personalized, human touch. On the other hand, we see a rise in more affordable, highly digitalized options that rely on automated check-ins and robots, offering a colder but more cost-effective experience. This dual approach presents both opportunities and challenges as we navigate the future of tourism.
How do you effectively manage organizational change during digital transformation within your company?
Change is intrinsic to our industry's evolution. From the emergence of OTAs to the shift from selling beds to selling experiences, our journey reflects continuous transformation. Managing change during digital transformation involves navigating a dynamic environment where implementation occurs amid ongoing hotel operations and a shrinking workforce. As an established company nearing its 70th year, we operate within a complex landscape of diverse cultural backgrounds and varying tolerance for uncertainty. Despite these challenges, each generation brings valuable perspectives and efforts to adapt to exponential changes. Our focus remains on transforming how we engage with people, which lies at the heart of our industry, supported by dedicated efforts to guide and accompany our teams through these transformative times.
“My advice is to prioritize people. Invest in comprehensive training and foster open communication to mitigate uncertainties and secure commitment”
What essential skills or competencies do you believe employees need to adapt to these changes effectively?
In today's evolving landscape, key skills for employees include not only technical proficiency but also flexibility and a strong learning capability. The ability to adapt to new technologies and embrace change is critical. Equally important are teamwork skills and a positive, open attitude towards innovation and transformation. These qualities are essential for navigating dynamic environments and driving success in a rapidly changing industry.
How do you perceive the impact of digital transformation on HR management within your company?
Addressing the fear of technological displacement is crucial as we integrate tools like (Robotic Process Automation) RPA. Employees may initially worry about job security when tasks become automated. Our approach emphasizes automating non-value-added tasks to free up time for more strategic and impactful work. This transition allows employees to focus on adding value to their departments and the organization as a whole. It's essential that awareness and support for these initiatives come from all levels of the company, from senior leadership to frontline staff, ensuring alignment and engagement across the board.
What advice would you offer to your peers managing change and digital transformation?
In navigating change management and digital transformation, my advice is to prioritize people. Invest in comprehensive training and foster open communication to mitigate uncertainties and secure commitment. It's essential to articulate the rationale behind changes and align them with the company's overarching goals, emphasizing clarity and purpose. Draw parallels with the ethos of inclusivity seen in the US Army to ensure that everyone understands their role in the transformation journey.
Creating an inclusive environment where everyone understands their role in the transformation journey is key. It's important to make sure that strategic initiatives are aligned with C-level decisions to reinforce their significance and drive organizational progress.
Another key aspect is establishing a network of change agents and champions across all geographical locations. These individuals can help disseminate information and foster trust within the organization. Leveraging their local expertise and personal connections can facilitate smoother transitions, making the overall process more efficient and effective.
