Art 2 of series of 3.

In 2026, an organization culture is not defined by the values on the wall, but by the behaviours employees will willingly display when management isn’t looking. In order to simplify processes and therefore save costs, companies better transition from a "Compliance Culture" to an "Empowerment Culture." This shift is the cornerstone of culture change, moving the needle from transactional service to genuine customer delight. In service, our staff are responsible for bringing moments of happiness ; this can only happen spontaneously.

Art 1 of series of 3.

In the 2026 service landscape, organizational culture is no longer a "soft" human resources topic; it is the primary engine of your customer journey. As retail and service environments evolve, your internal culture is your greatest asset in meeting emerging demands for empathy and transparency. However, when an "Alignment Gap" exists between internal values and the customer promise, it creates a "Service-Culture Gap" that drains revenue and inflates operational costs.

Article 4 of 5 in the Series: Reimagining Hotel Asset Value.

We have established the necessity of a transformational shift in hotel ownership strategy (Article 1), defined the high-value deliverables of Operational Hotel Asset Management (OHAM) (Article 2), and detailed the critical human elements of leadership and organizational culture (Article 3).

Article 4 of 5 in the Series: Reimagining Hotel Asset Value.

We have established the necessity of a transformational shift in hotel ownership strategy (Article 1), defined the high-value deliverables of Operational Hotel Asset Management (OHAM) (Article 2), and detailed the critical human elements of leadership and organizational culture (Article 3).

Article 3 of 5 in the Series: Reimagining Hotel Asset Value.

For many years hotel asset management has been viewed through a purely financial lens — a reactive exercise in quarterly reporting, budget auditing, and CapEx sign-offs.

Article 2 of 5 in the Series: Reimagining Hotel Asset Value.

Operational Hotel Asset Management (OHAM) is not simply about being "hands-on." It is about embedding a strategic mindset and a systematic, data-driven and experience-based approach to every element of the value chain.

Article 1 of 5 in the Series: Reimagining Hotel Asset Management.

For decades, the standard playbook for hotel ownership revolved around capital deployment, brand selection, and monitoring financial reports.

In 2025, many a CEO claims that culture is their secret weapon — but few can actually prove it. And fewer still have a dedicated, lasting focus on the company culture.

In today’s hyper-competitive service industry, companies are constantly seeking ways to deliver better customer experiences while keeping operations lean and efficient. This balance is often elusive.

This week I had a fantastic experience when I went to enjoy a scoop of ice cream at my favourite place in a popular beach resort in my home country.

Preparing for a presentation in front of last year students about major trends in hospitality for the years to come, I spent quite some time reflecting on what my aspirations were in hospitality but also looking up various sources like Harvard Business Review, HVS publications, EHL publications and more.

For the purpose of researching for my book (Make Service Excellence Your Company Culture) I researched top companies in the world and looked at how explicitly they mention the customer, in any shape or form, in the core values of the company.

Asked to prepare a lecture about the difference between asset management and operational asset management for graduates of a hotel school in Belgium, I thought the question was an interesting one.