Strategic Hospitality Leadership

Citation

Tham, A. (2012), "Strategic Hospitality Leadership", International Journal of Contemporary Hospitality Management, Vol. 24 No. 4, pp. 676-678. https://doi.org/10.1108/09596111211226888

Hospitality leadership has been one of the most challenging aspects in organizations today. From identifying the necessary skill sets to honing strategic thinking, understanding the concept of hospitality leadership amidst a dynamic industry warrants a closer examination. Most aspects of hospitality leadership has been developed around a follower mentality, where proven success and track record appears to be the driving forces behind adopting leadership approaches and styles. The importance and relevance of strategic hospitality leadership therefore, cannot be undermined as organizations depend closely upon successful leaders for business continuity and growth.

Most textbooks that refer to hospitality leadership describe them in case studies which briefly mention the processes of overcoming obstacles and learning outcomes. Hence, managers and supervisors will be pleased to learn that the launch of Strategic Hospitality Leadership, edited by Professors Russell Arthur Smith and Judy Siguaw, have taken a huge step to fill existing gaps about the topic. The collection of chapters reflects on the depth of resources presented by different authors as they navigate and chart their leadership journeys within hospitality. In addition, taking on an Asian initiative lends a unique frame of reference to understand how strategic hospitality leadership continues to evolve in a growing corridor of hospitality businesses.

Chapter 1 introduces the notion of “Pursuing the right strategic direction” by Mr Baron R. Ah Moo. Through engaging with bureaucracy and negotiations in Vietnam, Mr Ah Moo describes how external influences from a political arena require a systems perspective of hospitality operations. The chapter develops a longitudinal time frame to understand past, present and future dimensions to illustrate cause and effect from governmental changes and their respective influences on hospitality management.

Chapter 2 draws on Professor Russell Arthur Smith's experience in “Achieving successful development planning”. Professor Smith applies planning to the case of Pattaya, Thailand where hospitality planning and development has been entrenched in stakeholder intervention and mass tourism. The challenge of future hospitality planning in Pattaya was overcome by a successful attempt at sustainable development through co‐operative efforts in environmental conservation and market repositioning. Chapter 2 closes with a reflection on how effective strategic hospitality leadership can be achieved through co‐operation, rather than coercion.

Chapter 3 revisits a key component of the hospitality business on “Creating a welcoming service strategy”. Mr Raymond Dickson engages readers with his perspective of strategic leadership by example in demonstrating service mindset at the Taj Hotel Resorts and Places in India. Service transformation among leaders at the Taj properties across India is evidence by the recognition of fellow associates in their contributions and achievements.

Chapter 4 brings to the discussion “Winning ways to successful portfolio management” by Mr William E. Heinecke, Chairman and Chief Executive Officer at Minor Group, Thailand. Mr Heinecke describes how strategic leadership can be achieved when asset management is effectively balanced through a multi‐brand strategy. The Minor Group places high importance on the need to understand geographical concerns and how careful evaluation of business partners can deliver synergistic results. Chapter 4 is not meant to be prescriptive in nature but allows readers to understand the guiding principles behind portfolio management beyond the façade of financial yield and profits.

In chapter 5, Mr Michael Issenberg continues where Mr Heinecke signed off in Chapter 4 on value creation through his contributions on “Strengthening brand management and value”. As Chairman and Chief Operating Officer at Accor Group of Hotels, Mr Issenberg takes readers into the world of a brand that has luxury on one continuum (Sofitel) to budget on the other (Hotel Formule 1). Strategic hospitality leadership, according to the world of Accor, is continuous honed through vast knowledge management that is carefully channeled into training, employee talent resources, trust and dedicated customer care.

Mr Devin Kimble takes readers on a journey of “Venturing into an Asian market competitively” in Chapter 6. The chapter introduces the unique patterns of Asian consumer markets and avoids stereotyping cuisines and culinary design due to the many sub‐cultures which have given rise to “fusion” food phenomenon. The opening of Brewerkz restaurant was met with initial success and then teething problems. Mr Kimble argues, that strategic hospitality leadership is built on adaptability, calculated risks and most importantly, the desire to pursue and reach one's dreams.

Mr Chiaki Tanuma provides the content for chapter 7 on “Achieving great business growth”. Mr Tanuma's perspectives are based on his experience in leading Green House Group, a hotel operator in Japan and restaurants in Korea. A “turn‐key” model was used in strategic hospitality leadership, where Green House charts for its business associates, works to accelerate its growth as the local operators have strong insights and business know‐how which in turn allows Green House to gain quick sources of information and trending reports to maintain its competitive advantage in a highly volatile market within Northeast Asia.

In chapter 8, Ms Chittimas Ketvoravit draws readers to an important facet of strategic hospitality leadership by charting how “Manging crises effectively” can be achieved. Through collaborating with the Tourism Authority of Thailand, hospitality operators can lead by clearing pointing out relevant information and cooperating in delivering a consistent message through the media when relaying crises management strategies. Post crisis management adopts a welcoming approach to invite tourists back and instill confidence in the destination and its offerings.

Mr Choe Peng Sum discusses the need for “Establishing strategic human resource” in chapter 9. Using the McKinsey 7S framework in the service apartment operations across the Fraser Hospitality Group has achieved its milestones when internal marketing harnesses the power of human resource in contributing to overall success. Therefore, strategic leadership adopts a collaborative approach within the organization in generating inputs, driving outputs but more importantly, taking care of the most important resource – its hospitable people.

Chapter 10 is developed through Ms Jennie Chua's experiences on “Being an inspiring leader”. On her reflections, inspiration is drawn from leading with a clear vision and setting an example when integrating cross cultures and change. According to Ms Chua, leaders are not about perfection but about perseverance. It is interesting to note that inspiration, in chapter 10, introduces self‐reflection and the need for empathy – hardly measurable skills but certainly instrumental in leaving behind a successful legacy.

Chapter 11 attracts readers to a discussion on “Developing and Implementing Best Practices.” Professor Judy Siguaw defines best practices and considers how organizations treat this factor within its operations. Barriers such as timeframe and risk avoidance seem to be justified means to avoid the untracked path of best practices. However, the successes of best practices can be developed through teams that champion a particular method/process and are given time to carefully unfold this for organizations.

Chapter 12 draws the book to a close with Professor Russell Arthur Smith's views on “Looking ahead at hospitality trends in Asia”. In forecasting business growth, hospitality in Asia is likely to be characterized by niche market segments, low cost travel and governmental collaborations. These suggest that strategic leadership will continue to evolve, materialize and re‐invent itself in the dynamic business of hospitality operations.

Overall, the book is engaging to read and certainly brings the Asian initiative for hospitality leadership to fruition. Readers are rewarded with a sense of knowing what ticks in Asia from a panel of distinguished academics and practitioners. The book suits a wide audience such as venture capitalists, hospitality educators and individuals intending to make a mid‐career switch.