Introduction

Much has been said about digital transformation, but we lack practical experience in understanding what another transformational initiative will bring us. We have learned to purchase business applications from the market and integrate them with other applications. However, rather than transforming our processes, we have merely cemented them in place.

“The generative AI payoff may only come when companies do deeper organizational surgery on their business.” – McKinsey

McKinsey’s concept of “organizational surgery” suggests that we must examine every aspect of our organizational structure. But where should we start? Let’s take an unexpected approach—by looking at housekeeping staff.

The Reality of Housekeeping in Hospitality

In the housekeeping business process, we already have digital applications, mobile devices for staff, and full integration with Property Management Systems (PMS). Everything seems to work. So, what is there to transform?

The labor market reality tells a different story—finding housekeeping staff is becoming increasingly difficult. Furthermore, the high seasonality of the industry limits our ability to approach transformation systematically.

Additionally, conversations with housekeeping staff highlight another key aspect—their work experience. Performing eight full-room cleanings in a single day is an immense task. The state of some rooms after a guest’s departure can be shocking.

How Do We Implement Transformation in Housekeeping?

The first and most fundamental answer is that transformation cannot be bought from the market—it must come from within. We need to transform how we manage, how we measure, what we measure, and ultimately, what we do.

For this, we require new measurement points, which must be firmly integrated with HR and operational processes. Only then can we initiate true transformation, rather than just adding technology on top of existing inefficiencies.

The Role of Robots in Housekeeping

Very soon, robots will be introduced into housekeeping, not to replace staff but to enhance productivity. Currently, the price-to-performance ratio of robotic cleaning services is roughly equivalent to a housekeeper’s gross salary.

The approach can be incremental: a robot cleans 80% of the bathroom, while the remaining 20% is finished by housekeeping staff. The next step will involve robots entering rooms before housekeepers to assess cleaning time requirements and improve efficiency.

There are many ideas for improving housekeeping operations, and I hope this discussion sparks new thoughts on how we can achieve significant enhancements.

Interestingly, housekeeping staff do not resist automation. On the contrary, they welcome it with enthusiasm.

Transformation Is More Than Just Technology

While acquiring robots is a step forward, it does not equate to transformation. It merely provides a technological tool to address workforce shortages, with the expectation that service quality will improve.

True transformation requires a shift in how daily decisions are made. How much do we base decisions on data versus personal judgment and experience?

Since the days of Six Sigma and the Balanced Scorecard (BSC), management has used two categories of measurement: quantitative metrics and qualitative assessments. From a transformation perspective, we should evaluate how often we decide based on judgment rather than data. Applying the Pareto principle (80/20 rule) might reveal that 80% of our decisions are not data-driven.

The goal of transformation is to invert this ratio—to make 80% of decisions based on measurable data and only 20% on judgment. Without such a shift, AI initiatives will ultimately fail to create additional value.

Beyond Cleaning: The Broader Role of Housekeeping Staff

Housekeepers do more than clean rooms and facilities—they also contribute to other processes, such as:

• Onboarding and offboarding new staff
• Quality management
• Implementing and learning operational standards
• Capacity management
• Guest interactions
• Workplace safety compliance

This highlights that, beyond introducing robots, we must examine these processes and determine whether we manage them using an 80/20 or 20/80 approach. Honest, unembellished analysis is key.

For most of these processes, micro-management is unnecessary. Instead, we should establish digitalized best practices that can be continuously improved.

Final Thought

A guiding principle from the early days of management methodologies still holds true today:

“If you cannot measure it, you cannot manage it.”

To embark on a genuine transformation journey, we must rethink how we operate, embrace data-driven decision-making, and integrate technology as an enabler rather than a superficial solution. Housekeeping, often overlooked in discussions about digital transformation, can serve as a model for meaningful organizational change.