For hotel operators, changing tech is a big decision. 滨迟鈥檚 months of research, vendor calls, demos, stakeholder buy-in and budgeting.
After putting in all that effort and finally making the switch, it鈥檚 natural to expect things to get better. More automation and speed. Smoother workflows. A front desk that doesn鈥檛 feel like a battlefield because your new property management system (PMS) just makes sense.
But what if it鈥檚 all new tech and no changes, with the same chaos still rearing its head? That鈥檚 the reality for many hotels. They invest in better software, but daily operations remain cumbersome, frustrating the staff and guests. If the new system is technically better, why isn鈥檛 life getting easier?
Because the tech is only half the story.
滨迟鈥檚 a conversation 糖心logo入口 CEO Matt Welle recently had with Claudia Meglin, Director of CMC Hospitality Software. Claudia has consulted many hotels on picking their new tech and deploying it. She says that more often than not, hotels don鈥檛 want to change any of their processes but expect technology to solve all their problems. Which is why they end up in the exact same position that made them look for the new tech in the first place.
A new PMS doesn鈥檛 fix broken processes, it only makes them more visible. And when those processes are built on clunky habits, half-trained teams and workarounds passed down like family recipes, new tech can feel more disruptive than helpful.
Technology is a tool. But tools don鈥檛 drive change 鈥� people do.
Before choosing a PMS, many hotels look outward. What does the brand prefer? What鈥檚 trending? What do others use?
Instead, focus on what your hotel needs. Not just high-level goals like better guest experience or more revenue, but specific operational gaps. How does your team actually work? Where are they getting stuck? What are your guests complaining about?
Too often, that self-assessment never happens. Instead, tech is chosen without involving the people who will use it every day. Operators and front office teams only hear about it once the switch is already in motion.
When that happens, you don鈥檛 get buy-in. You get confusion and maybe even sabotage. Because no one likes being handed a tool they didn鈥檛 ask for, especially if it changes the way they鈥檝e done their job for years.
Franchise hotels often face an extra layer of tech pain. The brand might suggest a PMS, or even push one directly. But they rarely support the operational changes that make it work. So hotels end up with a system that ticks the compliance box but ignores the day-to-day realities on the ground.
You might also be interested: Deflagging your hotel: Is going independent the right decision for you?
You see this a lot in PMS deployments where the brand picks the tool, but the staff are left to figure it out. No one explains why certain settings matter. No one audits the way the team uses the system. It becomes another case of new tech layered on top of old habits.
滨迟鈥檚 not always the PMS鈥檚 fault. Most platforms today can handle multiple properties, currencies, languages, integrations. But they can't clean up internal misalignment, outdated SOPs, or fragmented rate structures. That鈥檚 still on the hotel.
Another mistake? Thinking the job ends on go-live day. In reality, that鈥檚 when the real work begins.
滨迟鈥檚 easy to get excited about a clean switch. The PMS is live. The team is trained. Everyone breathes a sigh of relief. But two weeks later, issues start creeping in. Features aren鈥檛 being used. Questions come up that no one knows how to answer. The energy dips, and the old ways start to sneak back in.
When you do a system change, people need time to adjust. They have to learn new routines, new ways of thinking. But many hotels don鈥檛 build in enough breathing room and don鈥檛 ensure adequate training.
Change management doesn鈥檛 stop when the system goes live. In fact, that鈥檚 when it needs the most attention. Are people using the system as intended? Do they understand the 鈥榳hy鈥� behind each change? Is someone checking in regularly to make sure processes are actually sticking?
Here鈥檚 something many hoteliers overlook: software doesn鈥檛 become part of your operations just because you install it. It becomes part of your operations when people rely on it. That takes time and intentional design.
If you want your team to stop scribbling notes and start using task automation, you have to make sure those tools are part of their daily rhythm. That could mean:
Technology becomes powerful when it鈥檚 no longer 鈥渘ew.鈥� When the front desk team doesn鈥檛 have to think twice before using it.
A PMS is a long-term relationship, rather than a plug-and-play purchase. Your provider needs to be involved beyond just onboarding. They need to understand your property, your goals, your team鈥檚 capacity and tailor the rollout accordingly.
When evaluating PMS vendors, don鈥檛 just ask about features. Ask how they support change. How they help teams adapt. How long they stay involved after go-live.
If you're planning a switch, here are some lessons that make a real difference:
For more tips on how to switch your PMS successfully, check out our guide: