In Davide Bernasconi’s article, the concept of ‘digitalisation’ is examined and reinterpreted in light of the real needs of the contemporary hospitality industry. The focus shifts from technological adoption to the quality of processes and the role of the human element, introducing a paradigm in which data, automation and decision-making coexist in balance.
Beyond ‘digitalisation’: a definition in need of rethinking
The term ‘digitalisation’ is often overused and sometimes misapplied, particularly in sectors that have already widely embraced digital transformation. Generally speaking, digitisation refers to the conversion of analogue data and processes into digital formats. However, in sectors such as hospitality, where most day-to-day operations are already based on digital systems, the traditional concept of digitisation seems limited and, in some cases, even misleading.
It is true that we tend to view ourselves, at least in part, as a sector slow to innovate, but the fact remains that most of the data generated and used in the sector—such as OTA statistics, booking engines, advertising campaigns and customer relationship management platforms, including CRM and marketing automation systems—is already digital. This implies that we are no longer in the phase of conversion from analogue to digital, but rather in a subsequent phase, in which the main challenge lies in optimising processes that are still analogue, particularly those related to operational management, and in strategically integrating new technologies.
The symbolic risk of digitalisation
Furthermore, the term ‘digitalisation’ carries symbolic implications that can prove problematic, particularly when associated with concepts of robotisation or forced automation. In a sector such as travel, where human contact and personalised attention are central to the guest experience, digitalisation risks conjuring up a cold and impersonal image of service, suggesting a future in which machines and artificial intelligence replace human staff. Although this scenario is technically possible in some cases, it risks alienating both customers and staff, devaluing the perceived experience rather than enriching it.
A botanical metaphor to help us understand risk
From a semantic point of view, it cannot be ignored that ‘digitalis’ is also the name of a botanical genus which, when taken in high doses, can be toxic, even lethal. This botanical metaphor seems particularly apt: digitisation that is poorly managed or implemented without a proper strategy can prove detrimental both to your internal organisation and to the guest experience.
From digitalisation to process optimisation
For these reasons, the term ‘process optimisation’ is more appropriate and less open to misinterpretation. The concept of optimisation conveys a sense of continuous improvement without imposing radical or forced changes. It does not imply a complete dehumanisation of operations, but rather suggests a balance between technology and human intervention.
A transformation that is already underway
Over the last ten years, technology has permeated every aspect of hotel management, prompting establishments to thoroughly review their operational processes. From booking management to maintenance, the aim has been to increase efficiency, reduce the use of physical resources such as paper, and improve the quality of service. This has not merely been a strategic choice, but a necessity, accelerated by unforeseen events such as the COVID-19 pandemic and economic crises. One area particularly affected by this transformation has been operations, often perceived as secondary to marketing and sales, but which in reality represents the true beating heart of the guest experience.
The labour crisis in the hospitality sector
But what happens when there is a shortage of labour and staff become increasingly difficult to recruit? One of the most significant effects of the pandemic on the hospitality sector has been precisely this staff shortage. The long periods of lockdown and economic uncertainty have prompted many workers in the sector to seek alternatives perceived as more stable and less exposed to the volatility of tourism. In the post-pandemic period, there has been a 25% loss of the workforce, a figure that continues to rise in many parts of the world. This exodus has hit hotels and restaurants hard, forcing them to manage growing demand – fuelled by so-called ‘revenge travel’ – with reduced operational teams. Some establishments, for example, have had to reduce the frequency of cleaning or extend check-in and check-out times due to a lack of qualified staff. The data shows that, despite a 23% increase in job vacancies in the sector, employment has grown by only 12%, placing significant strain on the entire ecosystem. Furthermore, prestigious institutions such as the Ecole Hôtelière de Lausanne are seeing a worrying decline in the number of graduates choosing careers in tourism, with many opting instead for paths linked to luxury brand management or finance.
Impact on service quality
Service quality is inevitably one of the areas most affected by this staff shortage. Guests expect high standards, especially after long periods of restrictions and uncertainty. However, quality tends to suffer when establishments are forced to operate with reduced staff. During a recent stay at a hotel in Rimini, for example, I noticed that my room had not been cleaned until four o’clock in the afternoon, despite having been occupied the previous evening. Speaking to the staff, I discovered that a single cleaner was responsible for cleaning four floors of the hotel. A situation that would have been unacceptable under normal circumstances has now become almost the norm in many establishments.
Technology and strategic approach
In this context, technology emerges as the most promising solution to these challenges. However, simply introducing technological tools without a strategic approach is not enough. Clumsy examples of total automation, such as the Hen-na Hotel in Japan with its android receptionists, demonstrate that completely eliminating the human factor can have negative consequences, driving guests away rather than enhancing their experience.
The Human-in-the-Loop model
The ‘Human-in-the-Loop’ model, which combines artificial intelligence, robotics and automation with human intervention, can help bridge the gap between supply and demand, improving efficiency without compromising service quality. The concept of Human-in-the-Loop originated in the mid-20th century, when research began into the interactions between humans and machines in fields such as cybernetics. The term then became more widespread with the development of artificial intelligence and automated systems. The ‘loop’ essentially refers to the human’s role as a supervisor: monitoring, correcting and intervening in automated processes to ensure proper functioning and compliance with quality, safety and ethical standards. It is a concept that reaffirms the importance of human presence even in the most advanced technologies, whilst introducing a reversed paradigm, in which the machine acts and the human corrects.
Conversational and predictive reporting
One of the most significant developments in HITL is conversational and predictive reporting, which is proving to be a revolutionary tool for managing resources and operational processes in the hospitality sector. This technology enables operators to interact with data in a natural way, using everyday language to ask direct questions and obtain immediate answers, eliminating the need to interpret complex technical reports or go through intermediate stages of analysis. The strength of these systems lies in their ability to combine artificial intelligence algorithms with the analysis of large volumes of data and, increasingly, ‘small data’ – that is, granular and specific data that offers a more detailed and contextual understanding of day-to-day operations. Conversational reporting enables continuous monitoring and predictive tools that allow hoteliers to make proactive and informed decisions.
Predictive maintenance
Another area of application that highlights its strategic value is predictive maintenance. Using machine learning algorithms and historical data analysis, these systems are able to suggest technical interventions before faults or malfunctions occur, minimising downtime and improving overall operational efficiency. In this way, hotels can anticipate technical issues, avoiding disruptions that could compromise the guest experience, and optimise the scheduling of technical staff.
Towards predictive automation
The future of hotel management is clearly moving towards predictive automation, an approach that is becoming increasingly essential as the volume of data grows exponentially and demands faster and more efficient processing capabilities. Traditional analyses based on spreadsheets or Business Intelligence tools, whilst still functional, are no longer sufficient to manage the complexity and speed of data evolution. In this context, artificial intelligence is no longer seen simply as a support tool, but as a genuine ‘artificial colleague’ that every department can turn to for real-time answers on a wide range of operational issues.
Anticipating needs
This predictive capability extends beyond the management of human and technical resources to include the analysis of market trends and customer needs. One can envisage a system which, by analysing historical data and integrating external information such as local event calendars, is able to predict a surge in bookings during a specific period and suggest hiring temporary staff to meet the demand. Or a system capable of identifying recurring technical issues, such as faults with room lighting, and proposing preventative measures before the problem becomes apparent to guests. Adopting these technologies improves operational efficiency and enables a more personalised and proactive experience, anticipating needs and minimising disruptions.
Technology and employment
Contrary to widespread fears, artificial intelligence and automation do not pose a threat to jobs in the hospitality sector. If implemented correctly, digitalisation should never result in the complete dehumanisation of processes. On the contrary, the ultimate goal of technology in the hospitality sector is to improve operational efficiency without sacrificing human interaction.
Conclusion: a human being caught in a loop
Ultimately, the future of hospitality will continue to place people at the heart of an advanced digital ecosystem, in which technology supports, but does not replace, human resources.
In other words, still human, but ‘in the loop’.