Why strategy is strategy the problem in hotels under pressure

Written by Ingmar Sloothaak

When pressure mounts within a hotel organization, the instinct is often to look for a strategic solution.

  • More focus.

  • Clearer priorities.

  • A new plan.

But in practice, the problem rarely lies in the strategy.

Most hotels know exactly what they want to achieve. The challenge lies in how that direction translated into day-to-day operations.

Under pressure, leadership changes. Decision-making becomes more reactive. Consultations increase. Priorities shift. What was once clear becomes unclear.

The result is not a lack of effort, but a lack of cohesion.

Teams are working harder, but not more effectively.

Recovery therefore does not begin with new plans, but with restoring rhythm, desicion-making coordination.

Don’t just do more—manage better.

In practice, we see this reflected in a variety of settings, from city hotels to resort environments, where similar patterns emerge.

We’ll soon be sharing some examples of how this is playing out in practice and what the impact of a targeted reset is.

If this resonates with you and you’d like to learn more:
👉 https://www.openyourhotel.nl/thereset

Ingmar Sloothaak
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Hotels are still operating. But fewer and fewer hotels are in control.