Those Who Created the Problem Cannot Be the Solution

Some ideas resonate so powerfully that they need not be repeated to retain their impact. This is one of them: those who created the problem, or are part of it, cannot be part of the solution. And yet, in hospitality, we constantly see strategic decisions driven by the very same people, structures or mindsets that led to declining service, team burnout or a brand’s loss of relevance.

It is a curious phenomenon. We redesign the menu, but not the chef who has been repeating it for twenty years. We rethink the hotel concept, but leave the same operating philosophy untouched. We change the logo, the slogan, the amenities… but do not question the chain of command or the leadership model that exhausted the team in the first place. And when something fails again—because it inevitably does—we say the problem was execution, not design.

This is not about assigning blame, but about reflecting. If a hotel project is going through a period of stagnation or decline, why do we insist on seeking solutions within the same system that caused that wear and tear? Would it not be wiser to open the door to new perspectives, other talent, and different ways of thinking about and feeling hospitality?

When a hotel loses its essence—when quality becomes routine, enthusiasm becomes inertia, and the experience becomes a transaction—the first step should not be to “optimise what already exists”, but to review who is leading it, how, and from which paradigm.

Why do those who caused the problem insist on solving it themselves?

I have seen HR departments create wellbeing plans to combat the “burnout” they themselves fostered through a culture based on pressure and control. I have also seen management committees reinvent food and beverage offerings while completely ignoring the kitchen team that has been highlighting shortcomings for years. I have witnessed rebranding processes led by people who mistook luxury for coldness or exclusivity for distance.

What is concerning is not that these initiatives originate from the wrong place, but that they are repeated relentlessly. The symptoms are dressed up without addressing the root cause. And the cause is often structural: a management culture disconnected from people, today’s market and the values that truly matter in hospitality.

Keys to avoiding this cycle

1. Conduct a people audit before a financial one.
   Review not only the numbers, but also emotions, relationships and levels of commitment. Who has disengaged? Who no longer believes in what they do?

2. Listen to those without decision-making power.
   Often, the clearest answers come from those who see the problems from the ground up: waiters, receptionists, housekeeping and maintenance staff. Their voices are not tainted by internal politics.

3. Change roles, not just functions.
   If an area has consistently failed, simply modifying processes is not enough. Sometimes a change in personnel is needed, a fresh perspective, even a pause to rethink things from scratch.

4. Do not let ego stand in the way of transformation.
   Accepting that one has been part of the problem takes courage. But it is essential if others are to be allowed to lead the change. There is no redemption without humility.

5. Make room for dissent.
   If everyone in the room thinks alike, you are probably reinforcing the problem rather than solving it. Encourage critical thinking and diversity of opinion.

6. Measure progress using new metrics.
   If we continue to measure only occupancy and RevPAR, “success” is likely to conceal the cracks. Include indicators of workplace climate, emotional wellbeing, guest-perceived quality, and internal and external reputation.

Why is this more relevant than ever in hospitality? Because we are at a turning point. Today’s guest no longer tolerates hollow experiences, however technological or sophisticated they may be. Nor are teams willing to work without purpose, recognition or a voice.

The hospitality industry ahead of us—the one already here—needs leaders capable of unlearning, making space and listening without filters. It needs structures that know when to step aside and when to invite others to take the lead. Because only then can authentic, fresh, future-focused solutions emerge.

Closing a chapter is not failure. Sometimes, it is the only path towards evolution.

And if you will allow me one piece of advice:

• When everything is out of alignment, start by looking at who is making the decisions.

• Changing direction is not betrayal. It is survival.

• And never forget that, in hospitality, the most powerful change does not begin with strategy. It begins with awareness.