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?
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.
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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.
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.
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.
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.
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.
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.
About the Author
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 hisLinkedIn 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.
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.
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 digitalizationand 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 activemeaningful conversationsthough 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,
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