FutureHotel Manifest

The question of what constitutes a “hotel of the future” has been a focus of the innovation network since the beginning of its research activities. Over the years, the world has evolved at an extraordinary pace—not only in the technological realm but also in social and economic spheres, as well as in terms of sustainability and (geo)political conditions, from the global to the local level. The hospitality industry operates within this dynamic landscape as it strives for development and success, always in the service of people.

In the context of this change, the profile of the hotel has also evolved. This has led to the need to (re)define the “hotel of the future.” The FutureHotel Innovation Network took on this task in 2025. The result is the FutureHotel Manifesto. It answers the question: A hotel of the future—what is it?

This demonstrates that the work within the FutureHotel Innovation Network for the hotel of the future is not a project with an endpoint, but rather a dynamic process that involves iteration and reflection.

There is no single »hotel of the future«, because a hotel is always a unique product of its employees, stakeholders, and partners within the hotel ecosystem.

The hotel of the future encompasses a variety of hotel concepts that exist in parallel. Thus, terms such as »high-tech buildings«, »visionary architecture«, »smart hotel rooms«, or »reception-less lobbies« are not elements that necessarily define a hotel of the future.

Nor are circularity, cultural outreach, urban gardening, or neighborhood hotspots. Even though these elements are playing a role for more and more hotels today, the relevance of each individual element depends on context and concept.

In this context, guests, employees, and local communities are increasingly viewed as active contributors. Their feedback and perspectives are incorporated into the development of the respective concept. Authenticity, coherence, and a clear focus on objectives are central to the success of a hotel concept. Only in this way can experiences be created that meet - or even exceed - customer expectations.

The hotel concept serves as a framework for the hotel of the future. Within this framework, the hotel of the future demonstrates a high degree of adaptability. It has structures in place that enable the rapid implementation of new ideas. The management of a hotel of the future therefore thinks in terms of processes rather than departments (and silos).

The hotel of the future also sees itself as a workshop where new ideas are first tested and then further developed. To this end, it is essential to identify and track trends at various levels within their temporal and spatial contexts (e.g., micro- to megatrends, as well as social, technological, or political trends) and to anticipate their impact on the hotel.

A willingness to experiment, systematic feedback loops with guests and employees, collaborations with startups and academia, and the willingness to view mistakes as learning opportunities are key driving forces. These enable hotels to not only conceive of solutions as pioneers but also to implement them. In this way, the hotel continuously evolves without deviating from its core concept.

At the same time, hotels of the future demonstrate a willingness to share their experiences with new solutions, thereby serving as pioneers and sources of inspiration and helping to shape the hotel industry in the medium to long term. Reflection, the ability to adapt to change, and a willingness to embrace paradigm shifts characterize the organizational culture.

Economic sustainability, social fairness, and environmental responsibility are not optional—they are a given for the hotel of the future.

It understands the effects it has on guests, employees, the local community, business partners, and suppliers. It is equally aware of the global implications of its actions and fully harnesses the potential of its impact on people and the environment.

It assumes responsibility through fair supply chains, collaborative partnerships, and the conscious use of resources. Buildings and the use of their spaces are designed to be multifunctional. This ensures that the hotel remains a versatile and future-oriented space.

Processes are continuously improved, and monotonous tasks are increasingly automated, allowing employees to focus on tasks that are relevant to today’s world. Continuing education programs that appropriately account for future developments are considered a sign of responsibility.

The guiding principle is this: Even if individual concepts operate with minimal on-site staff or are highly digitized, treating people—whether guests, employees, business partners, or the neighborhood—with respect remains the central standard.

Automation does not replace responsibility for fair labor practices, successful relationships, and added social value.

The hotel of the future is built on communities of shared values. Shared values such as respect, quality, a sense of responsibility, and guest-centricity guide decisions at every level in the hotel of the future. Safety—in its physical, cyber-physical, and emotional dimensions—is also lived out as a core value.

This sense of purpose makes the hospitality industry just as attractive to young people as it is to experienced hotel employees. The community gives the hotel its character, atmosphere, and emotional connection.

Shared values foster appreciation that becomes visible and tangible in interactions and relationships—within the team among employees and beyond, with business partners, hotel guests, and the neighborhood. Diversity and inclusion are seen as strengths in this context.

The diverse backgrounds, perspectives, and needs of the members of the values-based community enrich the hotel experience and contribute to its co-creative design. Technology serves to support this process, not to replace it.

Shared values are also fundamental to experience-oriented actions within the hotel ecosystem: storytelling, identity, and personalized services create unforgettable memories. These experiences are created by people based on their shared values.

The hotel of the future views guest and employee relationships as continuous journeys spanning the entire life and work cycle: before, during, and after a stay or employment.

Instead of transactional booking and employment models, long-term relationship-based economies are emerging, grounded in trust, mutual understanding, and shared growth.

Guests and employees are viewed as active partners in a shared learning and innovation process. Their experiences, expectations, and ideas are systematically incorporated into the further development of offerings, services, work environments, and business models. Feedback mechanisms, community platforms, alumni networks, and co-creation workshops create spaces for participation and dialogue.

To this end, the hotel of the future designs clear structures and touchpoints along the entire guest journey. Community-building is strategically embedded and not viewed merely as a marketing measure.

Both digital and analog spaces for interaction facilitate exchange, a sense of belonging, and active participation. This creates a resilient ecosystem that strengthens loyalty, innovative capacity, and resilience—and positions the hotel as a long-term space for relationships rather than a temporary place to stay.

A hotel that is fully automated and eliminates human service is a technological product that meets needs within the hotel ecosystem—but it is not a hotel in the sense of genuine hospitality.

In the context of service, a hotel is defined by the value of human interaction. Technology can support, enhance, and facilitate this interaction—it does not replace it.

Digital tools, AI, automation, and robots are used where they simplify processes, improve quality, and reduce the workload on employees—where they make economic sense and provide value. Robots take on clearly defined tasks, create efficiency in back-of-house operations, or provide support in guest service.

Technology remains helpful, unobtrusive, and people-centered. Data is used to personalize experiences and optimize processes. Trust, however, is more valuable than information.

Transparency, data protection, and ethical standards form the foundation of all data use in the hotel of the future. Clear guidelines are defined to provide a framework and direction. These may take the form of data and AI charters or codes of conduct, for example. They specify how data is collected, processed, and used—and which tasks are deliberately left to humans.

Specific applications such as online check-in and check-out, automated back-of-house processes, service or delivery robots, and new reception formats follow this logic. They are designed to strengthen connection, trust, and service quality, rather than to replace, overwhelm, or deter people.

The hotel of the future is no longer merely a geographical location. Accommodation is shifting from a real estate-centered service to a data- and partner-based value-creation architecture.

Digital interfaces orchestrate internal processes and external services into scalable platform structures. This gives rise to interconnected ecosystems featuring collaborative business models and new revenue models. The role of the property is thus fundamentally shifting from a “cash flow container” (value = rooms × rate × occupancy) to the physical infrastructure of a service system.

Traditional performance metrics such as RevPAR (Revenue per Available Room) no longer suffice. When value is no longer generated primarily within the room but within the system, the industry’s KPI framework requires a reorientation.

Metrics such as revenue per square meter, systemic space productivity, or lifecycle-based revenue analyses are gaining importance.

For investors, this means that versatility of use, adaptability, and connectivity to networks are becoming key factors in determining a building’s value. Flexible floor plans, the ability to retrofit technical systems, suitability for mixed-use, and public accessibility are all factored into valuation models. As a result, hotels are viewed as hubs in urban and regional development.

Stability does not come solely from long-term lease and rental agreements, but from being embedded in a strong operator and partner ecosystem—for example, one with diverse revenue streams such as stay, work, food, events, memberships, and services.

In the hotel of the future, the formula applies: Value = Property × Operational Expertise × Ecosystem × Data × Mix of Uses.