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As hospitality evolves, hotels must streamline operations, harness data more effectively, and enhance efficiency to stay competitive. The Property Management System (PMS) is at the core of hotel management, an essential tool connecting various hotel functions. As more business shifts online and seamless digital experiences become the expectation, PMSs must integrate with internal and external systems, including POS, front desk, and housekeeping. Yet, most PMSs were built for a different era, making it difficult to support the growing web of integrations required in today’s digital-first environment.

A lot has been said about communication breakdowns in hospitality. But the truth is, it’s rarely just about miscommunication. It’s about disconnection—from purpose, from process, from each other. And it shows up in the details: missed handoffs, shifts left uncovered, a new hire struggling alone on their first weekend shift.

It’s been a buoyant cycle for hotels in Ireland: long, sustained periods of rising demand, and either constrained supply, or new supply that has been easily absorbed. Transactions have also been strong on the back of these favorable dynamics.

The Manhattan market has been experiencing a prolonged post-pandemic occupancy recovery, despite strong ADR gains. Although legislative and supply changes should bolster this recovery, recent geopolitical factors and the tariffs and policy changes enacted by the new federal administration are expected to affect short-term hotel market trends. Our current demand forecast shows a full recovery beyond 2019 levels by 2027/28.

Compared to other countries, Switzerland has steadily become less and less popular as a vacation destination, which raises important questions about the factors shaping international tourism flows. This article examines the role of demographic change, particularly ageing populations, in influencing destination rankings and looks at what these trends may imply for the future of Swiss tourism.

In a recent podcast on dojo.live, I spoke about the game-changing role of a unified data layer in staying competitive, especially in an era driven by AI and other emerging technologies.

For many hotel owners, entering into a hotel management agreement (HMA) is one of the most consequential decisions they will make. While these contracts define the operational relationship between the owner and the operator, their long-term financial, strategic, and legal implications are often underestimated.

Independent hotels have a competitive edge in their DNA – offering rare, remarkable experiences that guests want to talk about, post about, and relive. According to Expedia Group’s Unpack ’24 report, more than 90% of travelers say the vibe of a hotel is important when booking. Additionally, 67% of travelers would pay more to stay at a hotel that aligns with their preferred vibe, highlighting the significance of personalized and unique experiences in the hospitality industry.

At the EHL Open Innovation Summit, we spoke with Will Guillaume Foussier, CEO of AceUp, to explore how artificial intelligence is reshaping revenue strategies in hospitality and why coaching remains one of the most powerful drivers of lasting change. Will introduced his IDEAL framework, a structured model that connects individual growth with team alignment and organizational transformation.

At the EHL Open Innovation Summit, we had the opportunity to speak with Ásta Kristín Sigurjónsdóttir, CEO of the Iceland Tourism Cluster, and Milena S. Nikolova, Ph.D., Chief Behavior Officer and Co-founder of BehaviorSMART. Our conversation explored how artificial intelligence might transform the way we plan and experience travel, how technology must be used with behavioral insight to enhance rather than diminish hospitality, and why the industry must rethink success in terms of community well-being—not just business outcomes.