In the second installment of our Staying Power series, we explore how effective use of data, analytics and AI supports solving today’s hotel workforce needs.
Workforce optimization processes are typically manual, paper-based and driven by tribal knowledge rather than hard data. Where data is available, it is often fragmented, siloed or incomplete. Additionally, most workforce-related reporting such as budgeting or time-and-attendance, focuses on documenting the past. This is critical, but advanced analytics allow for deeper insights into why things happen (diagnostic), what will happen (predictive) and what hoteliers should do next (prescriptive).
Click on the link below to explore four ways to leverage data, analytics and AI to solve workforce dilemmas.
Read Part 2 in the Series - Data, Analytics and AI are Critical Value Drivers for Workforce Strategy and Optimization
PN3 Served Its Purpose. Now It Needs Reform
March 6, 2026
This article focuses on the evolving debate around Press Note 3 (PN3), examining its achievements, the impact of prolonged approvals on investor confidence, and the case for reforms anchored in clearer thresholds, time-bound approvals, and exemptions for small investments.
A&M Tax Talks: Tax Policy Updates
March 6, 2026
The Tax Policy and Controversy (TPC) group at A&M Tax brings forward expert perspectives on the key developments shaping global tax policy.
Asymmetric Competition in the US Broadband Market
March 5, 2026
The US residential broadband market is in a state of dynamic change, shaped by intensifying competition and a paradigm shift in how value is created and captured.
Health System Pulse Survey: Medicare Advantage Is No Longer a Growth Strategy — It’s a Capital Allocation Decision
March 4, 2026
MA is no longer a growth strategy; it is a capital allocation and operating model decision. The question for health system CEOs and CFOs is not how to manage MA better, but whether, where, and how to participate at all.
