Insights – Page 24 – Aethos Consulting Group

Next – A Future Leaders Summit

Aethos Consulting Group™ was honoured to co-sponsor “Next, A Future Leaders Summit” together with HTL Capital Advisors as part of HotelsMegaMeet in Sydney last month. “Next” was aimed at providing rising stars of the Australian hospitality industry with an opportunity to learn from, and to interact with, leading players from the industry as well as their peers. Key takeaways of the event included:

Corporate Governance And M&A Activity in Hospitality: Boards, Shareholders And (Potential) Conflicts of Interest

Consequences of M&A activity in the hospitality industry are increasingly making headlines, fuelled by a greater complexity of owning- and operating structures and an ever larger number of international stakeholders... What are the best practices to protect oneself from unwanted consequences?

“Specific Curiosity” – The Trick for Building Innovation Bench-Strength for Organizations

There has been much discussion lately about disruptors – present and future – to the hospitality industry and what this means for leaders and strategic planning. What measures should an organization take to position itself to compete in this “continuously disruptive” environment? A quick answer that comes to many is “better use of technology” – to digitally transform the business.

Boosting Board Governance with Todd Diener

Public Boards are increasingly under siege by shareholder activists, putting unprecedented pressure on Board members to perform in all manner of ways to boost enterprise value. But what does it mean to perform as a Board member?

Hotel Leaders, “What’s Your MTP?” – A Question About Business Transformation and Technology

There may be no better way for hospitality firms to learn and gain inspiration for successfully transforming their businesses by leveraging technology than by looking at some of the “unicorns” that have successfully tapped into the hospitality sector.

What It Takes To Be a Successful Hotel CEO in 2016

What do Belmond, Caesar’s Entertainment, Carlson, China Lodging, Jumeirah, Mandarin Oriental, Millennium & Copthorne, Starwood Hotels & Resorts, and Whitbread have in common? The answer is they all announced a change of CEO during the past 12 months.

Knock, Knock… Who’s There? Understanding the Merits of Candidate Background Checks with Databases Expert Edward Robusto

This era of big data, global connectedness, and instant access to a wealth of social media information makes it tempting for organizations sourcing or vetting executive talent to assume that it is easy to “see what you are getting” with potential candidates. After all, the logic goes, most everything about people’s professional and even social backgrounds would seem to be codified and quantified online or otherwise documented and accessible somewhere.

“Best Practices” Refresher for HR and Leadership Assessments

Studies generally show that assessment outperforms traditional behavioural interviews 4:1 in predicting job performance, so a targeted and valid assessment can give organizations a major competitive edge in identifying and retaining top talent. But that’s only the first part of the equation. The other part is to correctly choose and use these tools.

The Hospitality Industry’s Intense Eye on Human Capital: A Hot Topic in Strategic Circles

Keeping in mind the heightened M&A activity and the international buy-out or take-over activity that the hospitality industry is currently witnessing: How well do you think your organisation would fair if it were made up of likeminded individuals not used to be challenged or questioned by a different perspective? By individuals who predominantly come from the Western world and, although having gained international work experience, who have first and foremost made their careers in European or American institutions with belief systems quite distinct from their Asian counterparts?

Resolving the Founder – Private Equity Dilemma

Many of the restaurant industry’s brightest young brands are seeking private equity partners in a search for rapid growth. Led by a founder’s passion and capital commitment by private equity, this partnership has allowed for unprecedented growth with many brands serving as disruptors to the major chains. Done well, this dynamic duo can offer unprecedented results, but regrettably many founder-private equity relationships are turning adversarial due to a lack of clarity concerning how and when a founder should let go of the leadership reigns.