In the hotel industry, it is common to hear phrases such as: "The strategy is not working", or "Perhaps we need to rethink our entire plan." However, changing direction is not always the solution. Often, the problem is not the strategy itself, but the way it is being executed. Jumping to conclusions without an in-depth analysis of implementation can lead to misguided and costly decisions. A well-designed strategy is like an architectural blueprint: it defines the structure and purpose of the project. But if execution fails, blaming the blueprint ignores the possibility that the foundations were not laid properly or were poorly interpreted. In hotel management, this is especially true. The goals of hospitality, guest loyalty and profitability may be clear, but if they are not properly brought to life, results will not follow. The challenge lies in distinguishing between a strategic failure and an implementation failure. Did the team truly understand the vision? Were the objectives communicated clearly? Are the necessary resources and capabilities in place to execute the plan? Ignoring these points can mean discarding a sound strategy before giving it the opportunity to shine. I have seen drastic decisions being made, such as changing a marketing campaign or redefining a hotel’s value proposition, when what was really failing was consistency in day-to-day implementation. The key is to first analyse how the strategy is being carried out before questioning its essence. “The success of a strategy is not measured by what it says in a document, but by the way it is turned into tangible, consistent actions.” That is the essence of effective execution in hospitality. Blaming the strategy is a comfortable but dangerous mistake. Changing it completely can create the illusion of proactivity, when in reality the true problem is being ignored.

• Avoiding internal self-criticism: It is easier to blame an abstract concept than to admit shortcomings in day-to-day management.
• Lack of clear metrics: If KPIs are not established from the outset, it is impossible to determine whether the failure lies in the strategy or its execution.
• Poor communication: A poorly explained vision leads to inconsistent actions, which can create the impression that the strategy is not working.

A Harvard Business Review report indicates that 67% of strategies fail due to execution issues, not because of the strategy itself.

Analyse execution before blaming the strategy

To identify whether the problem lies in implementation, it is essential to carry out a rigorous analysis. These are the key steps:

1. Clarity of vision and objectives

Ask yourself:

• • • Does the team clearly understand the objectives?
    • Have they been communicated in a simple, accessible way?

Key insight: A McKinsey study revealed that 72% of employees perform better when they clearly understand the purpose behind their work.