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Rethinking hotel planning, hotel budgeting, andhotel  forecasting

Most organizations don’t have to dig very deep to find people who don’t like planning, budgeting, and forecasting. You might even be one of them. The stress associated with these activities can be enough to wear down anyone’s resolve. With business units protesting in one ear and executive management grumbling in the other, it’s no wonder finance leaders may be tempted to listen to some pundits’ advice and abandon these activities altogether. But while the complaining may be frustrating, it can also provide clues to what may not be working. Time-consuming manual processes. Endless budget iterations. Wasted technology. Conflicting goals. Poor decision-making. These are the things you could easily do without.