Michael Goldrich
Oct 20, 2023

AI Delay is Organization Decay

"To delay AI is to delay organizational progress" has never been more relevant, especially in the intricacies of the hotel industry. The artificial intelligence (AI) wave isn’t merely a technological advance — it's becoming the industry's new cornerstone. Its power to process volumes of data, tailor personalized guest experiences, and streamline operations is transformative. Hotels that hesitate to onboard this revolution risk far-reaching consequences —essentially putting their organizational momentum on pause.

AI Delay is Organization Decay

Michael Goldrich
Oct 20, 2023
Artificial Intelligence

"To delay AI is to delay organizational progress" has never been more relevant, especially in the intricacies of the hotel industry. The artificial intelligence (AI) wave isn’t merely a technological advance — it's becoming the industry's new cornerstone. Its power to process volumes of data, tailor personalized guest experiences, and streamline operations is transformative. Hotels that hesitate to onboard this revolution risk far-reaching consequences —essentially putting their organizational momentum on pause.

Let's rewind the tape to a landmark moment: the introduction of the General Data Protection Regulation (GDPR). This sweeping legislation, affecting European enterprises and any global businesses serving European clientele, set off alarm bells across corporate meeting rooms. And the hotel industry was no exception.

Regrettably, instead of taking proactive measures, numerous hotels found themselves unprepared, exposed to the harsh light of technological hesitancy. This wasn’t merely a challenge of updating email lists or database manage- ment; it was a monumental task that required a full-scale revamp of data acquisition, storage, and dissemination protocols. It demanded an interdisciplinary alliance involving IT, marketing, HR, operations, and legal sectors – a collaborative crescendo many organizations were ill-equipped to orchestrate.

The prudent way to approach GDPR was to unify these disparate departments, establish a shared understanding, draft action plans for internal and external processes, and then cascade this cultivated wisdom throughout the organizational pyramid. The reality for many was a frantic scramble – a reactive flurry leading, in some cases, to exorbitant penalties and tarnished brand images.

This cautionary tale of GDPR is instructive when considering today’s unfolding AI scenario. A few forward-thinking entities are appreciating the seismic shift AI represents and are weaving it into their operational fabric. Yet, others are seemingly trapped in the déjà vu of past oversights.

As we explore the evolving challenges and potentials, let's not lose sight of an elemental truth: In today’s AI-driven epoch, delay isn't merely a tech- nological shortfall; it's an organizational litmus test for future readiness. It’s not just about adopting AI but whether we’re prepared to either check in to the future or risk checking out. To this point, organizations need to become proactive in addressing generative AI. When organizations ban the technology, they are putting their head in the sand.

Banning Generative AI is A Bad Idea

An outright ban on generative AI isn't just impractical; it's counterproductive. People are often drawn to innovation that makes them more efficient, and if told they can't use something that benefits them, they may resort to using it covertly, creating a host of unregulated risks. The smarter approach is to offer controlled, transparent pathways for using such powerful tools. Organizations should invest in creating comprehensive guidelines that educate employees on how to interact with AI responsibly. This should include formulating prompts to minimize errors or bias, clear protocols on what kinds of data can be inputted, and recommendations for third-party tools or internal systems to safely manage AI interactions. Rather than stifle productivity under the weight of prohibitions, empower your teams with the knowledge and procedures to harness AI's capabilities ethically and efficiently.

With Generative AI capable of creating, altering, and evolving content, the power and pitfalls of this new technology go hand-in-hand. It's particularly poignant in the hospitality sector, where reputation is more than just a buzzword – it's the bedrock of business. Within this context, the implementation of guidelines that the entire organization agrees to and follows isn't merely a nice to have. It’s non-negotiable.

So, what are the key components organizations need to take into consideration when thinking about crafting guidelines?

Architecting the Ethical Framework: Four Cornerstones That Build Trust


The first pillar of ethical AI is transparency. This means explicitly detailing the data being collected and the algorithms at play. In hospital- ity, do you use AI for customized room suggestions? Communicating this openly and providing an opt-in or opt-out mechanism enhances consumer trust.


The second foundation is fairness, ensuring AI algorithms don’t perpetuate or intro- duce biases. Regular internal reviews and potential third-party audits can serve as safeguards against biased decision-making.


The third cornerstone is accountability, which obligates the organization to own the outcomes of its AI systems. For instance, if an AI application mistakenly flags a guest’s actions as suspect, a mechanism for recourse must be in place.


Finally, privacy serves as the fourth pillar, safeguarding the confidentiality of sensitive guest data. Stringent encryption protocols and controlled data access are non-negotiable elements.

When woven together effectively, these four cornerstones crystallize into the ultimate aim: trust. In the hospitality industry, where the line between business and personal interaction is often blurred, trust isn’t just invaluable; it's indispensable. Nurturing trust isn’t simply a moral duty, it's a competitive imperative. When guests know that a hotel’s AI systems operate with transparency, fairness, accountability, and respect for privacy, they become loyal patrons and champions of your brand. In a nutshell, trust isn’t merely a favorable outcome of ethical AI – it’s the defining feature that will distinguish a hospitality brand in this increasingly digitized and competitive landscape. When you embrace the need to establish the guidelines, the natural question arises: How do I go about doing it? It comes in three parts: leadership, experts and stakeholders.

Leadership doesn't merely set the course; it fundamentally influences the pace and direction. When the directive for AI integration emanates from the C-suite, it isn’t just another initiative – it becomes a strategic mission. Leadership's backing eliminates any ambiguity regarding the AI initiative. It sends a message throughout the organization: This isn’t a tentative pilot; it’s our strategic pivot. Executive endorsement ensures that the requisite funds, technology, and human capital are allocated, empowering the AI task force to function optimally. Finally, leadership’s involvement signals an organization-wide commitment to breaking departmental barriers. This integrated approach ensures the AI strategy is both multifaceted and harmonious.

With leadership established, the next step is to bring in an expert.

While the company may be rich in operational knowledge, an external expert serves as the external engine – fueling the initiative with cutting- edge AI expertise and the ability to impartially referee internal dynamics. Without departmental loyalties, external experts can make unbiased recommendations aimed at optimal organizational effectiveness, not departmental victories. Their cross-industry experience brings in fresh perspectives, catalyzing innovative solutions that may elude an internal team. Finally, with their reputation on the line, external experts assure rigorous accountability, driving the project to fruition within set parameters.

Last, it’s the team. Since creating the guidelines isn't just technical, it impacts every department. It’s a fusion of operational, financial, ethical, and customer-centric considerations, each brought to the table by different departments. They provide essential insights that help tailor the AI system to real-world needs.

With the leaders, experts, and stakeholders lined up, the next steps include:

  • Establish a timeline that is ambitious yet realistic, with milestones that keep everyone on tempo.
  • Regular, structured, recurring weekly dialogues ensure every stakeholder has a voice. Ideas must be heard and weighed for their contributions.
  • The Deliverable: A robust policy document crystallizes the team’s collaborative efforts. It is a living document that evolves with time, technology, and feedback.

The Deliverable is just the beginning. Then, it’s about educating and training the associates to abide by the usage policies.

As the hospitality industry stands on the cusp of technological transformation with generative AI, the marriage of internal leadership, key stakeholders, and external expertise isn’t just advisable – it’s imperative. Together, they create a nuanced, comprehensive approach to identifying the company’s direction using generative AI in terms of prompts, tools, and data. Failure to adopt an AI strategy and guidelines and delay will ultimately lead to organizational decay as competitors leverage the technology to drive revenue, cut costs, and drive associate productivity.

What can Guidelines Do To Protect The Company?

Safeguarding Ethical Conduct. Generative AI isn't just a tool; it's a creator of content, spanning text to visuals and beyond. Left unchecked, it might inadvertently craft misleading or inappropriate material. Imagine AI autonomously generating promotional content for a hotel. Without governance, there’s a risk that it could misconstrue the services offered, tarnishing the hotel’s reputation and integrity.

Preserving Brand Consistency. One misstep with AI could unravel years of carefully curated brand identity. A brand is not just a logo; it's a voice, a tone, an ethos. An ungoverned AI could generate content incongruent with the established brand narrative, causing customer confusion and diluting the brand's essence.

Upholding Data Privacy. Training generative AI often entails the use of extensive data sets. In a post-GDPR world, the misuse of such data is not just a legal mine- field but also a betrayal of customer trust. Ensuring the AI operates within stringent data protection guidelines is paramount.

Without Guidelines, What Can Happen?

Ill-informed Decision-making. A blind reliance on AI's outputs, devoid of underlying understanding, can lead to skewed judgments, causing operational hiccups or strategic blunders.

Security Vulnerabilities. In the absence of guide- lines, the AI framework becomes susceptible to internal and external misuse.

Ethical Pitfalls. Unchecked AI algorithms can produce biased or ethically questionable outcomes, inadvertently causing social harm or perpetuating stereotypes.

Financial Missteps. Poorly governed AI can also wreak havoc on financial strategies, causing mis- calculations in pricing or inefficient allocation of marketing budgets.

Legal Quagmires. Given the regulatory complexities in the hospitality industry, an AI misstep can easily cross legal boundaries, resulting in significant fines and legal entanglements.

MICHAEL GOLDRICH is the founder and Chief advisor with Vivander Advisors, LLC. He can be reached at

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