Many tourism companies find themselves in a crisis-ridden situation, overwhelmed by the volatility of a VUCA world (volatility, uncertainty, complexity, ambiguity).
They are struggling with a shortage of skilled workers and a high bureaucratic burden, especially when it comes to reporting, while rising energy costs are an additional burden.
There is often a lack of innovative strength – a shortcoming that makes those few companies that are innovative particularly successful.
A certain closed-mindedness towards future topics and a strong focus on finances further complicate the situation.
Day-to-day operations are becoming increasingly dynamic, which requires constant adaptation, even though the business can be quite profitable with good capacity utilization.
Many in the industry are driven by a passion for tourism, the desire to be a host and to connect with people.
Unfortunately, sustainability is often seen as a hurdle rather than an opportunity.
A reorientation towards the perception of suppliers as partners and the use of funding opportunities for energy cost strategies could offer prospects.
Companies are looking for someone to help sort out the relevant trends and give them confidence and security.
The path of tourism companies towards greater sustainability begins with the reflection and analysis of relevant trends, which are developed jointly by management teams or all employees with the help of a trend card game.
These trends serve as the basis for developing a shared vision of the future or a mission statement.
This vision acts as a target that guides and reflects daily decisions in order to provide the best possible response to the identified trends.
Once this vision has been defined, a detailed reflection of the daily processes within the organization takes place.
The aim is to develop concrete measures that will bring the company or region closer to the vision of the future.
This list of measures forms the foundation of every sustainability system and is prioritized.
In addition, the role of the company’s own network, consisting of suppliers, guests and other stakeholders, is analyzed in order to understand how it can be used and actively integrated for sustainable developments.
Recognizing “acupuncture points” – strategically important partners and measures for rapid success – is essential here.
The vision workshop provides the framework for this process, including trend analysis and mission statement development over two days.
This can be supplemented by modular support for the implementation and anchoring of the mission statement in the company in order to make the transition to greater sustainability structured and effective.
“Start with sustainability”
“Start a 2-day workshop with sustainability”
