Sharon Damen 22 July 2025 26 min read

Digital transformation in the hotel industry - why change is difficult but necessary

The hotel industry is in the midst of a digital revolution. From mobile check-ins and chatbots to AI-assisted guest services, guests expect a seamless digital experience. Hotels must move with it to stay relevant. Yet that's easier said than done. Many hotels struggle with resistance and practical barriers. In this article, we explain why digitization in hotels is such a challenge, and most importantly, how to approach it successfully.

We discuss current trends in hospitality technology, psychological and organizational models (such as ADKAR and Kübler-Ross) and provide practical tips. We also zoom in on group bookings as a concrete example and show how Groupz helps hotels digitize in a low-threshold manner without losing hospitality.

The need for digital transformation in hotels

Technology is changing at lightning speed - and the hotel industry is no exception. What used to go through phones and reservation books now runs through online platforms, mobile keys and personalized offers. Deloitte reports that 57% of hotels are seeing revenue growth thanks to digitalization. In fact, 61% of hospitality companies cite technology as a top competitive priority. The lesson? Those who don't invest are losing ground - both in guest satisfaction and efficiency. Digital transformation is inevitable to meet changing guest demand and stay relevant.

Resistance and struggles: why change is often difficult

If digitalization is so beneficial, why do so many hotels struggle with digitalization? The reasons are varied:

Resistance to change: We are creatures of habit. New systems often feel like a threat. A German poll shows that 41% regularly feel overwhelmed by increasing digitalization, and 44% fear not being able to keep up with the pace.
Fear of losing personal touch: Hospitality is people work. 53% of hotel employees fear that personal contact will be lost due to digitization. Consider images of hotels where reception desks are being replaced by kiosks or where chatbots are taking over the concierge role.
Practical barriers: New systems cost money and time. Teams are often already busy. In addition, IT knowledge is sometimes lacking or they work with outdated systems that are difficult to replace.
Doubts at the top: Managers wonder, "Will this investment pay off enough?" or "Will we keep our five-star service if we automate?"

These factors often cause digitalization to be pushed forward. But standing still is not an option. The challenges can be overcome - provided you understand how to include people in change.

Phases of change: from denial to acceptance

Change affects people. In digital transformation, a team goes through not only a technical upgrade, but also a mental transition. The Kübler-Ross model helps with this, describing five phases employees may feel during a change:

Denial: "This won't really affect us."
Frustration/Oxcitement: "Why does this have to change now!"
Bargaining: "Can we partially implement it or postpone it?"
Gloom: Sense of loss, uncertainty, sometimes despondency.
Acceptance: People actively engage in the new way of working.

Situation example; A hotel is going to deploy Groupz for processing group bookings.

Denial; "Our bookers just want e-mail contact, this system is too complicated for bookers anyway."
Anger; "We've always worked just fine, now suddenly we become redundant."
Bargaining; "If we show how well we do it, maybe we only have to use it when it's really busy or when the booker asks for it."
Sadness; "I don't quite understand the system yet. What if I make mistakes or it becomes clear that I'm not following up on requests fast enough?"
Acceptance; "Now that I'm working with it, I see how much easier it is and what value I can add to our bookers and my colleagues."

This model shows: resistance is not unwillingness, but a normal human process. Managers who understand this are better able to respond to their team's feelings.

In addition, the ADKAR model gives structure to the organizational side. What you need to change. The five building blocks are:

Awareness: Awareness of why change is needed.
Desire: The motivation to participate (WIIFM - what's in it for me?).
Knowledge: Knowing what needs to be done and what skills are needed.
Ability: Practical execution - practice, coaching and the right tools.
Reinforcement: Anchoring - celebrating successes, gathering feedback and improving.

Situation example when implementing automation, such as Groupz.

Awareness (awareness); "During a team meeting, management shows how much time group bookings now take, how many errors there are, what is the average time between request and follow-up and how Groupz can solve this."
Desire (will to participate); "After seeing the benefits (80% time savings, automatic reminders and insight into how the booker manages their own booking), employees are curious and want less administrative work.
Knowledge (knowledge of how); "Through a demo, they learn how to send an offer, all communication is bundled in 1 place and bookers make their own room assignments."
Ability (skill to apply it); "An employee is going to process existing bookings himself as well as handle a new request with Groupz and it works more intuitively than expected.
Reinforcement (securing/strengthening); "Successes are shared in the team, questions are addressed quickly, and managers continue to motivate and guide."

Each of these steps is crucial. If one is missing, the change process stalls. The model emphasizes that in addition to emotional guidance, communication, training and follow-up are essential.

Practical tips for successful digital transformation

So how can hoteliers and managers apply the above insights? Here is a roadmap with tips for managing digital transformation in your organization:

Provide a strong vision: Show exactly why digitalization is needed and what it will deliver. Make it tangible: "With online check-in we unburden the front desk and focus on personal service" or "With system X we prevent errors and improve the guest experience." If management is fully behind the change, the team will follow more quickly.
Involve the team and communicate openly: Resistance often arises from lack of clarity or the feeling that something is being imposed. Involve your team from the beginning, listen to their concerns and allow them to actively contribute ideas. That way they feel ownership of the process.
Invest in training and support: New systems require new skills. Invest in training, practical manuals and buddy systems. Have employees practice in a safe environment so they build confidence before it goes live.
Start small: Roll out new technology in phases. Start with a pilot to test and improve before going bigger. Book a few quick wins first: early successes, no matter how small, show that the change is working and give confidence to follow through.
Keep hospitality central: Automate smartly, but always keep checking that it truly improves the guest experience. By removing repetitive tasks, you make room for genuine attention and service. That's how you show that tech and hospitality reinforce each other.
Stay sharp and celebrate successes: Set measurable and clear goals, actively measure the behavior that needs to be shown to meet those goals, provide a scoreboard that people can see for themselves how they are doing, and provide a set rhythm of accountability. Celebrate the steps forward together with your team. Constantly ask for feedback and make adjustments as needed so that the change remains truly embedded.

Digitize group bookings with Groupz: smarter, faster and more hospitable

Group bookings are notoriously cumbersome: countless emails, attachments and endless Excel lists. It's error-prone, time-consuming and frustrating. As Niek van den Broek (Hotelier & founder of Groupz) aptly puts it, "Why do we keep processing group requests through dozens of separate emails and files?"

It can be done smarter. With Groupz, group bookers are put in control: arrange rooms, modify lists and pass on extras - all in one user-friendly online environment. No more loose emails, no more duplication of effort. Everything is always up-to-date and clear for both the booker and the hotel.

For hotels, this means less manual work and more overview. Employees no longer have to process every change themselves, greatly reducing the risk of errors. The result? Up to 80% time savings and a much smoother process. And more importantly: your team will have time for what really matters - personal attention and hospitality.

One of our users puts it this way: "We were afraid that technology would come at the expense of our personal contact. But the opposite is true: we actually have more time for our guests."

With Groupz you digitize group bookings without losing the human aspect. Even better: you lift the service and efficiency to a higher level. Want to know more? Find out how Groupz can transform your group processes and request a demo.

Conclusion: ready for the digital leap

The hotel industry is changing rapidly and digitalization is no longer a nice-to-have, but pure necessity. Yes, change can be exciting and create resistance, but one thing is clear: technology will soon determine the difference between being ahead or being left behind. The bottom line? Put people first. Digitizing does not mean that your hotel loses its soul - on the contrary, it ensures that your team is relieved and has more time for true hospitality.

Still hesitating? Now is the time to take steps. Start small, learn along the way, and focus on where you'll get the fastest results - think group bookings, guest communications or F&B processes. Tools like Groupz prove that you can digitize without sacrificing the personal touch.

Ready to really get going? Don't wait for the competition to take the lead. Contact Groupz for a no-obligation demo and discover how to make group bookings more efficient and hospitable. Together we will future-proof your hotel.

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