Andrea Conte
By
December 26, 2018

One measure doesn’t fit all!


Andrea Conte has written an article on his interpretation of the Global State of Operational Excellence Survey Report - Critical Challenges & Future Trends - 2018/2019.  Click here to download the full Survey Report 2018/19.  

The Most Comprehensive Study of Critical Challenges and Future Trends within Operational Excellence

With nearly 1000 respondents, 37 insightful questions, detailed analysis & insights from 40 industry thought leaders, and the BTOES Insights executive team, this 130 page report is recognised as the most comprehensive study of critical challenges and future trends within Operational Excellence, and is considered a key resource for the industry. Areas covered include:

  • The Critical Operational Excellence Challenges faced by executives.

  • The Current Scope of Operational Excellence.

  • How is Operational Excellence success measured?

  • Key Findings & Roadblocks.

  • What are executives focusing on over the next 12-18 months?

  • What have been the greatest developments?

  • What are the key drivers pushing change in Operational Excellence?

  • Industry Perspectives.

  • Small, Medium & Large Corporation Perspectives.

  • Detail Analysis & Insights from BTOES Insights Executive Team.

  • Detailed Analysis & Insights from 40 Industry Thought Leaders.

  • Analysis of key themes, including Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding.

 

Research report front cover

 

Complete form to access Report now

 

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One measure doesn’t fit all!

I am an operations specialist that review performances of hotels within the Caribbean and Latin America portfolio, and the complexity of this market brings a set of opportunites that are unique and many times have to be adapted and modified due to social and economics differences in a matter of hundreds miles.Click here to read the full Survey Report 2018/19. 

 

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Building short time relationships 

Our team incorporate a base six sigma operating procedure adapting timelines and audit process to a shorter implementation time frame, where the success lay in building short time relationships that allow the on site teams to belive in the initiatives.

We hotelier are a strange bunch! Traditionalist, hands on operators and schepticals by nature, we believe in what we see and touch, reviewing smartsheets projects, timelines and further more assumptions on business goals make us anxious, therefore before diving in changes our job is building trust.

 

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Seeking a “street savvy” operational excellence tool, I firmly be certain of being a winning option in hospitality.

To succeed in a service industry, we need to be able to sell the “system”, to chefs, housekeepers, engineers, and “on the floor” employees, open these many times overcomplicated wordings and diagramming to the teams, be there for them and show in practical execution the process improvement.

One measure doesn’t fit all!

During the first year of the team introduction to the portfolio, the main challenge is to fluently incorporate the benefits of a performance improvement suggestions to the daily operations and culturally understand a short term paradigm shift, to overcome this hurdle our approach have been breakdown in not convetional steps that involve a creation of ad hoc workplan by increasing the one o one meeting with process owners, a maximum of ten points interviewing questionnaire and re-grouping over the project execution.

 

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Our projects

The structure of our projects is of ten days, a prework documents collection and stakeholders interview.

The discovery period is spread on a two days property walk-thru back and front of the house, short interview of line staff, in depth inspection of the hotel, third day followed by competitors set visit, the days fourth to sixth are dedicated to one o one leadership review and the begininng of initiatives definition and goals, perhaps the crucial time when the job of the OpEx team and Leaderhsip teams weight the financial, emotional cost of it. The days seventh to tenth are dedicated to finalize presentations and with the support of financial analysts, building financial benefits forecast, proof of suistanability usually geared to a very conservative goal.

 

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Positive excitement and willing to change

Interestingly a pattern has been clearly arise, there is a very positive excitement and willing to change the modus operandi during the start up, everybody from the line staff to the top leaders of the hotel are open and welcoming discussions about what’s working and what’s not, then the key of talking about each single steps in changes implemententation become an hurdle whereas visual supporting documents, previously implemented examples and instigating competitivness is essential to build confidence and buy-in.

 

In a nut shell, the hospitality operational excellence to succeed has to have a greater proportion of Emotional investment versus the technical process. We are blessed to be working in a human business and value the personalities that build it!

 

 

Want to learn more? Download the full Report.
One measure doesn’t fit all!

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About the Author 

Andrea Conte: One measure doesn’t fit all!Andrea Conte

Sr. Manager Operations Operational Excellence Caribbean & Latin America, Marriott 

Andrea is an accomplished hotelier, whose career has spanned through 5 continents, while expanding and refining on his five languages through the course of his tenure as manager and passionate food and beverage connoisseur. He held a degree in hospitality management, certification in hotel leadership with Cornell University and Level 1 sommelier certification. Check out his LinkedIn account.

His culinary experiences formed his role both ethically and culturally; this brought him in connection with top executives within Marriott International, where he was able to learn and apply the managerial values and visions of the leading hospitality corporation.

Andrea demeanor and appreciation of cultural values is tailored fit to customer relations. Throughout his career spanning the Middle East, South Asia, Europe, Caribbean, South and Central America he has a proven understanding of the importance of cultural interaction for a successful operation, proof of these results are the employee engagement growth year over year of 14% in St Thomas U.S.V.I., with latest engagement in 2017 of 94% for the Food and Beverage department.

After successfully managing Hurricane Irma in the Virgin Islands hotel with 270 customers and 300 employees during the natural disaster, he moved to Florida, with his wife from Great Britain and two girls of 6 and 9 years old, allowing them with the opportunity to settle in a rich environment while continuing to develop culturally and professionally.

Andrea proficiency in finance and project management, demonstrated as executive in St Thomas where he close the year with a +3% profit versus previous year; made him a perfect fit for Corporate Senior Manager of operational excellence; in his current role he audits and recommend initiatives, throughout properties in Caribbean and Latin America, focusing on betterment of financial statements then building relationships.

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BTOES.com

The issues in this article are just one of topic areas that are going to be discussed at the Business Transformation & Operational Excellence World Summit & Industry (BTOES19). March 18-22, 2019, Loews Portofino Bay Hotel at Universal Orlando Resort®

BTOES is the industry’s biggest and best, senior-level, cross-industry gathering of Business Transformation & Operational Excellence industry leaders and senior executives.

It also hosts the Business Transformation & Operational Excellence Awards, which showcase globally the most outstanding organizational achievements through the application of Operational Excellence programs.

The summits hosts a number of private forums for C-Level & Global corporate-level leaders as well as business unit heads.

With over 150 speakers, over 100 sessions, 12 Keynotes, 9 Track Themes, 5 parallel tracks, 60+ track sessions, 50 roundtable discussions, 20 Interactive Workshops, 6 Thought Leader Panels, 5 Leaders Boardrooms, 5 co-located events, the Industry Awards Program, Site Visits, 20+ hours of social networking including 2 gala cocktail parties, dinners, numerous group activities, this is the ultimate event to benchmark, network and drive Operational Excellence to the next level.

 

Quick Links

Speakers

Agenda

BTOES19 Awards

 

There is a strong focus on Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding. We dedicated two tracks to advanced technologies, such as AI, Machine Learning, RPA, Predictive Analytics, Blockchain, Cloud infrastructure etc.

 

The agenda is designed to encourage active meaningful conversations though all day enhanced networking and interaction opportunities, including

  • All-day Refreshment & Themed Breaks

  • 1¼ Hour Hot Breakfast Networking Sessions

  • 1½ Hour Hot Plated Networking Lunches with Topic & Industry Sector focussed tables

  • 1½ Hour Roundtable Sessions by Topic & Industry Sector.

  • Keynote & Themes Panel Sessions

  • Hosted Welcome Receptions from 5.30pm

  • Expanded more lavish Awards Program

  • Newly launched Night Summit for attendees to meet after dinner

For more information or to discuss the summit in more detail please schedule a call below,

Click here to schedule a call. 

 


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