How to Help Adopting Digital technology in the Hotel chain?
Chandan Lal Patary
?? Enterprise Business Transformation Coach ?? || ?? Author of 9 Transformation Guidebooks || ??Empowering Leaders & Innovators with Practical Insights for Success || Author-> Master your Mind, Master your Leadership
Adopting Digital technology in the Hotel chain
One of the traditional hotel chains is willing to adopt digital technology.
The current manual booking, phone booking, and silos operation are impacting their profit margin.
It is one of the largest hotel chains in the Northeast state of the country.
The employees are not so well educated! The leadership team knows the risks of digital adoption.
The hotel leadership decided to adopt digital technology in every aspect of the hotel workflow.
Hotel leadership knows digital technology is fostering a more transparent sharing of information up and down, but also across the organization. But these hotels are in legacy state!!
They know forums, communities, and new data flows are improving collaboration and decision-making.
They know online meetings, webcasts, and video communications allow employees from all functions, regardless of location, to come together to solve problems or innovate.
Power of Digital technology! How can we use these pwoer?
Leadership knows digitization can not happen automatically. They are looking for help.
How can you help them? You are the?product?coach
Leadership?team knows that digital is about encouraging adoption to ensure the technology investments benefit the business as intended.
The?leadership team needs to fight against?organization?fragmentation and silo-based thinking.
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The?leadership team needs to Encourage the transparency, core process standardization, and operations efficiency that?digital technologies provide to allow self-organizing teams to solve problems, innovate, and further their vision
They miss the true value of their digital investments: Collaboration among actively engaged users, smarter decision-making, increased sharing of best practices, and, over time, sustained behavior change.
People need to adopt?the?technology in the hotel.
The leadership team does not want these kinds of digital programs to be treated as technology implementations.
They want their true ROI to come from embedding new work practices into the processes, the workflows, and, ultimately, the culture of organizations.
They want the value of adoption?is?understood, and cost containment takes over.
When faced with limited budgets, companies focus on the most tangible part first—deploying the technology. The difficult training and organizational change required for full adoption are left for later, and often, “later” never comes. This partial implementation drives negativism and can potentially threaten a big part of your digital transformation program. This should not happen in the rollout.
For the employee behavior, encourage employees to adopt digital tools and technologies, and doing so visibly, through role modeling, gamification, rewards, or any other methods, can have a significant impact on behaviors
The leadership team learned that organizations that focus on the business adoption of digital tools get better returns.
Digital hotels will have all these featured implemented and adopted
How can you help as a Product coach?
What will be the end-to-end roll-out strategy? What will the transformation backlog items consist of?