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The Implementation Playbook: Part 1 of a 5-Part Series on Hotel PMS Rollouts

In the hospitality industry, rolling out a new Property Management System (PMS) can present both significant opportunities and notable challenges. As hotels upgrade their systems, they often face hurdles in leadership alignment, communication, and operational practices. In a recent dialogue with Ryan King, Senior Vice President of the Americas at Shiji Group, we delve into the critical elements that can make or break a PMS implementation.

Understanding the Transformation

Implementing a new PMS is viewed as a transformative step within hotel organizations. The benefits of enhanced efficiency and better operational visibility are clear, yet achieving these outcomes requires more than just technology adoption. It necessitates a structured approach to change management, involving disciplined planning and robust communication across all levels, from corporate offices to property teams.

A significant factor in effective implementation is early investment in change management. Studies reveal that projects with structured communication are substantially more likely to succeed—by as much as 40%. Open conversations about the purpose of system changes foster a culture of acceptance and reduce resistance among staff members.

The Three Key Messages for Change Management

1. Purpose of the Change: It's vital to clearly articulate to the team why the new system is being implemented and how it will benefit the end-user experience.
2. Opportunities for Improvement: Communicating the potential for enhanced operations can encourage staff to embrace changes actively.
3. Detailed Project Plans: Sharing timelines and expectations with team members aligns everyone toward a common goal, ensuring clear responsibilities and reducing uncertainty.

The Role of Leadership

As King emphasizes, alignment among senior leaders is essential for project success. Early signs of trouble often stem from a lack of engagement from corporate leadership, leading to confusion and conflicts among property teams. For effective implementation, it is crucial for all departments—IT, finance, operations, and revenue—to work collaboratively. A unified message from leadership not only sets clear expectations but also instills confidence in property teams.

In past implementations, success was observed in organizations that involved various departments from the outset and maintained an ongoing dialogue throughout the project. This collaboration prevented misunderstandings and mitigated negative perceptions of the project.

Go-Live: A Mission-Critical Event

King highlights the necessity of treating the go-live phase with utmost seriousness, comparing it to a mission-critical event. This crucial day requires comprehensive readiness in terms of staffing, leadership presence, and clear execution of the project plan. When system cutovers are treated as routine, unexpected issues can arise, resulting in chaos and stress for hotel staff.

Successful go-lives depend on disciplined communication, a thorough understanding of expectations, and the presence of leadership to support teams effectively. A well-prepared approach on the cut-over date ensures that every stakeholder is aligned and ready to address challenges as they occur.

The Importance of Champions

Throughout the implementation process, empowering property champions—individuals who are enthusiastic and capable of promoting the changes—can significantly enhance user adoption. These champions should be well-integrated within their teams, providing support and encouragement during the transition to the new system. Their ability to translate the corporate vision into daily practices helps to maintain morale and mitigate resistance.

In cases where champions have been sourced from previous successful rollouts, teams report higher adoption rates and fewer complaints, demonstrating the effectiveness of champion-led initiatives.

Balancing Governance and Flexibility

In the quest for operational consistency, hotels often find themselves grappling with the need for both governance and flexibility. Establishing clear guidelines allows for structured local exceptions that support unique operational needs while maintaining overall corporate alignment.

Communication from the corporate office is vital in this area. Policies must be transparent, detailing where flexibility is permitted and what standards must be upheld. This clarity not only aligns goals but also empowers hotel teams to meet both local and corporate expectations effectively.

Navigating Challenges and Maintaining Discipline

Even well-prepared implementations encounter obstacles. According to King, distinguishing between signal and noise during troubleshooting is key to recovery. Problems often arise from misunderstandings or inadequate preparations rather than actual software issues. Therefore, fostering a calm, fact-driven environment for addressing issues is crucial in preventing negativity from spreading throughout the organization.

Discipline becomes imperative when challenges emerge. Following a structured plan, maintaining open communication, and keeping everyone focused are vital to navigating obstacles successfully. A disciplined approach allows teams to stay on track and course-correct when necessary, preserving trust and collaboration across all parties involved.

Conclusion

The implementation of a hotel PMS is more than a technical exercise; it is a leadership challenge that necessitates effective communication, alignment, and disciplined execution. By embracing open dialogues, aligning leadership, treating go-live as critical, and empowering champions, hotel organizations can pave the way for successful transformations in their operations.

As Ryan King aptly states, "Smooth projects don't happen by accident. They happen when teams understand the 'why,' stay disciplined, and treat each other like partners in success." This foundational wisdom will guide hoteliers as they embark on the journey to enhance their operational capabilities through sophisticated technology.

About Shiji

Shiji is a global technology solutions provider catering to the hospitality industry, facilitating seamless operations for hotels worldwide. The Shiji Platform comprises a cloud-based suite of products, including PMS, POS, guest engagement tools, and data intelligence solutions, serving over 91,000 hotels globally. For further details, visit shijigroup.com.