The devil is in the details—success is in the system.-The Spirit to Serve Metrics drive Marriott. Talk to an IT associate on any given day, and he can tell you exactly how much business the company processed via its systems that week per second ($3,568 when this reporter visited).When implementing the PeopleSoft enterprise service automation module for project tracking and time reporting within IT, for example, programmers developed a tool so that project and productivity metrics are automatically computed after time is entered. Another rule for metrics is to make sure that the right people get the right data in a form that’s meaningful to them. "You need to measure a lot of things, but the trick is to publish the right information to the relevant audience," says Melnick. "Having Marriott.com up and running is not as important as the dollars running through it," explains Keppler. Melnick adds, "For each system we try to focus on the core metrics. And that changes. What might have been important the day you go live becomes a nonevent a few weeks in." For example, five years ago the critical metric for Marriott.com was uptime. Today, it’s how much business the website books. Last year, metrics fueled the IT department’s decision to invest in an upgrade to the site that would make it easier to reserve rooms. Today, more than 75 percent of rooms booked online come through Marriott.com, saving the company $12 million annually.Keeping its eye on the numbers lets Marriott revisit business cases for IT projects each quarter. "The project itself may not change that much, but something external may happen—something like SARS, something from the competition," Melnick explains. "Just because you start a project and it’s on track doesn’t mean you want to keep the same pace. There may be something that comes up that’s even better." Success is never final.-The Spirit to Serve Though the IT department’s resourcefulness is helping keep Marriott afloat during hard times, Wilson and his peers aren’t taking anything for granted. They say they can’t let their culture of resourcefulness wither away when the economy turns around. They’re reminded of how easy it could be to let their guard down each time they flip through Mr. Marriott’s book in which he quotes Somerset Maugham: "The unfortunate thing about this world is that good habits are so much easier to give up than bad ones."But Wilson believes the principles and procedures put in place for prudent and resourceful IT decision making should keep the company on the straight and narrow and ahead of the competition."I have a firm belief that the only real sustainable competitive advantage we can get with IT is making sure our people understand conceptually what IT can and can’t do and apply it better than competitors," Wilson says. "Anything we do in IT, a competitor can install. What they can’t capture that quickly is having a team of people throughout the company that really gets this and follows it all the way through. That’s sustainable."Marriott has valued resourcefulness—on paper if not always in practice—for decades. But resourcefulness is not an end in itself. It’s a tool one uses in the ongoing construction of value, a project that’s never finished. Or, as Mr. Marriott says succinctly in his book, "Success is never final."
itzdchang on 18 Jun 18A new study done by IBM has discovered that nearly sixty percent of organizations are embracing the General Data Protection Regulation (GDPR), having their sights set on improving privacy, security, and data management. This is a relief to see as this particular subject in the hospitality industry has frequently come up as a major talking point with the developing technologies in the industry; the fact that industry leaders are viewing the GDPR in this manner rather than a compliance issue/restriction is refreshing. Seventy percent of survey responders are disposing data ahead of the deadline for compliance in an attempt to reduce their exposure. IBM did a separate poll that found only twenty percent of US consumers completely trusted organizations to maintain the privacy of their data. Due to this, businesses are using the recent GDPR compliance as a statement to consumers that they're looking to build trust and reliability with customers and drive innovation. However, even with the opportunities at hand, only thirty six percent of responders believed they will be fully compliant by the deadline. To minimize the amount of data an organization is managing, companies are taking measures such as reducing the number of people who have access to personal data or simply cutting down on the amount of data stored. Additionally, studies have found that the primary challenges organizations are facing with the GDPR include finding all the of the personal data stored in their business, ensuring the accuracy of said data, and making sure this data is in compliance in how it is shared or used. Another challenge to the new compliance is that companies are to report data breaches to regulators within 72 hours of the breach, yet IBM has found that only thirty one percent of companies have taken a look at the measures they have in place for incident response to account for this new rule in compliance.
