As the hospitality industry looks ahead to 2026, it is becoming increasingly clear that the next phase of change will be defined less by bold promises and more by tangible outcomes. After several years of intense discussion around artificial intelligence, shifting demand patterns, and global volatility, hotel leaders are entering a period where execution, adaptability, and strategic clarity will matter more than ever.
In our recent conversation with Vassilis Syropoulos of Juyo Analytics, one of our Expert Partners,, three major forces are likely to have a material impact on hotel performance over the next year.
Here is the full interview and we have summarised some of the key points below.
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1. The Transition from AI Hype to Real Business Value
For the past two years, artificial intelligence has dominated industry conversations. However, many hoteliers would agree that much of what has been delivered to date has been incremental rather than transformational. In 2026, that is likely to change.
The coming year should mark the emergence of the first truly usable AI-driven solutions that deliver measurable value. In particular, analytics and decision-support tools are expected to evolve significantly. Rather than simply automating existing reports or dashboards, next-generation AI will help commercial teams surface “unknown unknowns” – patterns, risks, and opportunities that traditional analytics fail to reveal.
For revenue managers, this could mean asking fundamentally different questions of their data, moving from reactive analysis to proactive insight generation. On the operational side, agent-based AI has the potential to coordinate workflows across departments that have historically operated in silos. While adoption speed will vary – modern tech stacks will move faster than legacy environments – the direction of travel is clear.
2. A More Unpredictable Operating Environment
If there is one certainty for 2026, it is uncertainty. Hotels are operating in an increasingly volatile environment shaped by geopolitical events, regulatory changes, tax policy shifts, and economic pressure. Sudden changes – such as unexpected tax increases or regulatory decisions – can materially impact profitability with little notice.
While AI may improve forecasting and scenario planning, it will not eliminate unpredictability. Instead, successful hotels will be those that build flexibility into their commercial strategies. Agile budgeting, shorter planning cycles, and stronger collaboration between finance, revenue, and operations will be critical. The role of the General Manager as an integrator of these disciplines becomes even more important in such conditions.
3. Disruption on the People and Skills Side
Perhaps the most sensitive impact of AI-driven progress will be on people and roles. As AI solutions begin to deliver real productivity gains, organizations will inevitably reassess how work is structured. Some tasks – and potentially entire roles – may be reduced or redefined.
For commercial teams, this raises an important question: what is the future value of human expertise? Rather than replacing revenue and commercial leaders, AI is likely to elevate expectations. The role will shift further toward strategic judgment, scenario evaluation, stakeholder alignment, and value creation—areas where human insight remains critical.
For hotel leaders, the challenge will be managing this transition responsibly: reskilling teams, redefining roles, and ensuring technology adoption enhances, rather than destabilizes, organizational culture.
Looking Ahead
2026 may well become a “two-speed” year: an initial period that feels like a continuation of the present, followed by a sharper inflection point as more powerful AI-driven solutions come to market. For General Managers and Revenue Managers alike, the opportunity lies in preparing now – investing in adaptable systems, developing talent, and focusing relentlessly on value, not novelty.
The crystal ball may be cloudy, but the direction for hotels may becoming clearer.
