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TOURIST BUSINESS FOCUS Innovation and Entrepreneurship Culture




four months ago (YA!) that was announced my departure from the group Travelocity / lastminute.com. Since then I have come directly or indirectly, all sorts of speculation about what my next career stage, and especially what kind of project I would join in January 2009 after a final finish my commitment to lastminute.com .
In all cases, my answer was always the same - and today I reiterate in this forum - for confirmation, personal and professional commitment, and certainly, as a message to all those who think that leadership is an attitude rather than a goal, and that's where lies the success English tourism sector over the coming years.
For those who followed my story of the Camino de Santiago in June this year (www.reinventandoelcamino.blogspot.com) will be familiar to some of the elements that define the scope of this decision and set the direction for my next professional career - Today more than ever, marked by a definite link with my personal life and where borders are voluntarily tenuous or nonexistent.

Three factors become critical to my involvement in any project:

• INNOVATION - The dynamo that turns my professional energy. On several occasions, when I was asked about my passion and drive, even in the most adverse circumstances, I have not hesitated to attribute all to this powerful source of creativity and struggle that is going to work every day aware that everything you do or decide to have the potential to change the tourist map. His power at the collective level is also extraordinary. I've seen many times teams have been galvanized by this perception that got what priori would have seemed impossible.
• ORIENTATION (genuina!) to PEOPLE - Where the organization and assume a leadership role in serving the people, who are ultimately that give it substance and meaning. This service role should go beyond the letter of intent empty most of the companies and individuals focus on contributing to the overall objective imbued with a sense of belonging, purpose and personal and professional development. •
SOCIAL RESPONSIBILITY - The devastation of resources, financial engineering, speculative business models, start to have no place in a society increasingly aware of the real costs of an alleged welfare. Belonging to an organization or project that meets the objectives of innovation and orientation - genuine - people, that would be exemplary in terms of social responsibility. Responsible attitudes, combined with action of impact, which generate social recognition, and pride in the people in the organization, which also reinforce the perception that a change is generated beyond the sectoral impact, is something every leader should consider and move from cause related marketing or "goodism" a coup for the book, to attitudes that permeate across the enterprise, and defining a new form of leadership, or better to be leaders.

Throughout the summer, I have ruled out a significant number of opportunities that did not comply with these points or that were not consistent with the principles that govern my personal life right now. I'm sure I'll have the privilege to rule out some more before the year ends.

I have been aware from the outset of the difficult to find or have the opportunity to develop these three points in existing companies with a certain size. I have therefore been virtually eliminated my return to high corporate governance projects.

mean a surrender to a reality corporate mouth is full of innovation, people and social responsibility, but then embarks exclusively on growth dynamics more or less speculative, and leaves in the background all the above than the minimum given things are bad - and then complain Rampant cynicism that plagues our teams?
I think more than a surrender is a change in tactics. After twenty years of management experience in the sector, today I am convinced that we can have much influence to lead any revolution from small, agile projects, consisting of bright and committed people, in which passionate orientation to innovation, people and society becomes more cohesive for all influential actors of the organization, and therefore an asset and a source of strategic differential.

This post is therefore a commitment to these values \u200b\u200band over the coming months I will share, not just projects but, above all, essential components I NNOVATION , guide people and SOCIAL RESPONSIBILITY. I serve as a continual reminder of my change of tactics in the pursuit of greater professional excellence. To you I hope will inspire them and encourage them to adopt attitudes that signify a radical change and continuous in our sector and thus a source and leadership opportunities for each of us, our teams, and ultimately for all of us who constitute the present and future of the tourism sector.

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Throughout my previous posts I tried to generate a reflection on a series of radical changes that completely alter the basis on which we built our tourism leadership as a destination, and as a reference in largest hotel companies in a very specific product line - the beach hotel of 4 stars for tour operator clients in half board or all inclusive.

These changes offer us opportunities, but lack of leadership sectoral policy and can lead to a situation where we are increasingly less relevant in the international tourist scene. And not because they can produce a collapse in the quality of our product / s tourism / s, but by a continuous decline of no return, which first permanently erode the margins of our business, then go getting into a spiral of decline . I think we can all begin to see - hopefully in isolation - some clear signs of these dynamics.

I think the only possible answer is that of innovation, both in our strategic focus on the role as represented in an increasingly globalized sector.

This innovation must necessarily include the following elements:
• A radically new approach to marketing - and concretely in the form in which they promote our destinations, products and companies (customers and managing brands and propositions). Besides marketing skills and loyalty both in person and online are clear differentiators.
• Support the creation of new businesses are not dependent on the dynamics of the traditional tour operator model, a database marketing and technology all contribute to improving the previous point.

far few changes to my previous posts. These come from the hand of Manu Colmenero and William Edu, and the comments made on this blog, and that led me to the next reflection. If we talk about future, and strategic elements. What are the factors that give rise to an entrepreneurial culture that act as germination of ideas and generating tourism business for the twenty-first century leadership?

All that in one way or another are related to university business school or recent graduates when they enter the working world, we complain about the abysmal lack of ambition, systematic escape anything that smacks at risk of aspiration professional life predictable and not much effort.
All this, naturally and fortunately has notable exceptions, but it is true that the general tone of the new generations entering the industry, despite being digital natives and not leave much room for optimism.

After being in direct contact with many entrepreneurs in both the UK and U.S. in recent years, there are some objective elements that have a decisive influence on the development of entrepreneurial skills, especially in a culture in which sacrifice to bring forward an idea and turn it into a business worthwhile. Some of these might be:
1. The environment family promotes, supports, appreciates and recognizes that children develop their own initiatives.
2. The academic drives through projects and aid of all kinds, the companies that develop and provide as much or more value to it as a career, than a corporate career.
3. There is an openness in the financial world to support and succulent business with the capacity for innovation, freshness, sacrifice and passion of young entrepreneurs.
4. The companies highly value the experience in the development of a business as the best of the curriculum ... and also support and benefit from this business microtissues by agreements, partnerships and purchases of these companies.
5. The been given all the facilities bureaucratic or tries to interfere as little as possible.
6. The society values \u200b\u200bthe entrepreneurial spirit and recognizes the value of young businessman in his social contribution aspect of job creation, dynamic sector, innovation and competitiveness.
In short, everything you do have to take risks prize. If the project is successful because it will be capitalized handsomely for the entrepreneur ... And if it goes wrong, he will receive all the awards, both for starting a new initiative to leverage the experience in a corporate career.

In pragmatic terms. All these factors could be short term in our environment, so that we can unlock the window of opportunity before us in our industry?
Probably not in its entirety. But. Who would not agree that significant changes in the numbers 2, 3, 4 and 5 on the list above, only require a bit of will and commitment within the tourism sector, yet the immediate impact could be more than notable?