As AI reshapes hotels, the need for General Managers remains crucial, blending technology with emotional intelligence for exceptional guest experiences.
In an era where artificial intelligence, automated systems and digital check-ins are reshaping how we experience hotels, it begs the question: Do we still need General Managers (GMs) to run hotels?
From contactless check-ins to hotel apps that handle everything from room service to maintenance requests, the hospitality industry has embraced technology in ways that many could not have imagined even a decade ago. Some properties are now experimenting with people-less interactions, delivering an almost fully digital guest experience. This shift has left some wondering whether the role of the General Manager is still essential or if it’s slowly becoming obsolete.
The traditional role of the GM, at least for many of us, conjures up images of a figure hovering over operations, ensuring things run smoothly, while occasionally making guest appearances at key touchpoints like arrival, breakfast and departure. But in today’s fast-paced, tech-driven world, is that enough?
A hotel’s General Manager is typically the linchpin between the operational efficiency of the property and guest satisfaction. GMs oversee a range of departments from housekeeping and food and beverage to marketing and finance and are responsible for making critical decisions that affect both the day-to-day and long-term success of the hotel. But in 2024, when many of these responsibilities can be outsourced to algorithms and data-driven systems, what makes the GM irreplaceable?
The answer, it seems, lies in the human touch. While technology can streamline operations and increase efficiency, it lacks the emotional intelligence and adaptability that a seasoned GM can bring. Guests might appreciate the speed and convenience of digital check-ins, but they still value human interaction, especially in moments of friction or uncertainty. A smile from a GM, a personal greeting at breakfast, or a thoughtful farewell at checkout can transform a stay from functional to memorable.
And yet, not all General Managers excel in this area. Some stay hidden in their offices, managing from afar, without ever engaging directly with guests. These ‘robotic’ GMs can leave a hotel feeling impersonal, and in such cases, one might argue that a well-programmed AI could be just as effective.
There are telltale signs when a GM isn’t pulling their weight. If guest satisfaction scores are on a downward spiral, if staff turnover is high, or if communication across departments is poor, the GM may be the weak link in the hotel’s chain of command. A General Manager who lacks flexibility or self-awareness can easily undermine a hotel’s performance.
This brings us back to the core question: Do we still need GMs in the future of hospitality? The short answer is yes, but with some caveats. Hotels are increasingly looking for leaders who can combine traditional management skills with modern technology. The GMs of tomorrow need to be adaptable, data-savvy and able to navigate the complexities of both human interactions and automated systems.
There’s no question that AI can make a hotel more efficient. Automated systems can predict guest preferences, manage bookings and even adjust room temperatures based on occupancy. But AI lacks the warmth and intuition that make hospitality truly special. A General Manager, when at their best, isn’t just managing a building, they’re managing an experience. They understand the subtle nuances of guest expectations and staff morale, and they can act swiftly when things go wrong.
Recent studies suggest that while GMs may enjoy high levels of autonomy in some areas, such as marketing and strategy, their control over hotel operations and finance is often limited by ownership or corporate structure. This can lead to frustration and inefficiency if GMs are not given the freedom to implement necessary changes. However, the GM’s role as a strategic leader has become increasingly important, even in the most highly automated hotels.
As we approach 2025, it’s clear that the role of the GM is evolving. The days of the aloof executive, managing from behind closed doors are numbered. Today’s GMs must be visible, approachable, and able to seamlessly integrate technology into their leadership approach. They must be as comfortable analysing data as they are shaking hands at a weekly cocktail reception.
While the future may bring more automation to the hotel industry, the need for skilled, emotionally intelligent leadership remains. General Managers who embrace both technology and tradition will not only survive but thrive in this new era.
So, to answer the question: Yes, General Managers are still very much needed. They may not hold the same degree of operational autonomy they once did, but their ability to blend technology with a human touch makes them indispensable. As long as guests crave personal connections and tailored experiences, the role of the GM will remain relevant.
See you at the next GM’s cocktail hour—unless, of course, AI takes over that too!
David Barrett is a MICE Consultant, Marketing Strategist and digital video advocate. Founder of DBC Group, Member of Institute of Place Management (MIMP) his motto is “Everybody has a story to tell. Let me tell yours.”
David is a long-term resident of Bangkok having lived and worked in the Thai capital for more than 32 years. He is recognised in the Thai tourism and hospitality industry for his passion for promoting Thailand, his love of Thai food, and his creative approach to marketing.
64 years young, David is a Brit in Bangkok. Born in St Helier, UK, he returned to the UK and set up home in Cornwall during the COVID pandemic. With business back as usual, David has returned to Thailand. He’s a man on a mission to interview leaders and trend-setters in business, sustainability, the arts and entertainment. You can watch his weekly conversations on Trends YouTube channel.
