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By Rachel Kremnitzer, Senior Manager – Project & Change Management, Hilton, Rising Revenue Optimization Leader Council
The hospitality industry is evolving quickly as guest expectations shift, digital tools advance, and economic pressures shape demand. For revenue leaders, success depends on more than adopting new systems. It requires guiding people through change in a way that balances immediate performance with long-term transformation. The following reflections grew out of a recent Rising Leader discussion I facilitated, where participants shared perspectives on navigating change.
Resistance to new processes, stakeholder complexity, integration challenges, and limited training time are frequent obstacles. Proving ROI can be equally difficult in unpredictable markets. Addressing these barriers calls for intentional communication, clear benefits for each role, and trust in both the data and the process.
Change management works best when leaders:
- Keep messaging concise
- Emphasize “what’s in it for me”
- Provide training that fits busy schedules
- Demonstrate value through pilots and early wins
- Align KPIs between commercial and property teams
- Balance short- and long-term goals with 30/60/90-day planning
- Protect time for learning and adoption of new technology
Ultimately, revenue transformation succeeds when leaders treat change as a people strategy supported by technology.
Further Reading
Questions for your team:
- What are the biggest barriers in adopting new revenue tools or systems?
- How can you ensure both commercial and on-property teams understand and embrace change?
- How do you balance short-term revenue targets with long-term transformation goals?
- How has automation or AI impacted your strategy, and how did you manage that change?