Latest news with #culturalintelligence
Forbes
9 hours ago
- Business
- Forbes
Branding Is Leadership: What Modern CEOs Must Understand About Global Brands
Making marketing work. getty Marketing done right is increasingly boiling down to using your brand with strategic precision. Knowing what you stand for, what your customers value, and how to meet them at the intersection of relevance and trust might sound like the beginnings of an abstract mission statement, but in 2025 it's simply the table stakes for making marketing work. In their recently launched book, Brand Global, Adapt Local , Nataly Kelly (CMO of Zappi) and Katherine Melchior Ray (former global brand executive at Louis Vuitton and Nike) argue that successful marketing begins by treating branding not as a one-time exercise or a PowerPoint but as the central thread that weaves across the entire organization. The brand, they explain, is not a coat of paint one slaps on the organization. Instead, it's the frame through which customers understand your values, your product, and whether you belong in their lives. 'Global brands are under more pressure than ever to balance consistency with customization,' Kelly explains. 'Any brand entering a new market is almost starting from the beginning.' Their book outlines how 70% of global brand failures stem from cultural misalignment and makes the case that cultural intelligence (CQ) is the cornerstone of a winning strategy. 'Cultural intelligence is how brands work to understand today's diverse consumers and reflect their values,' she continues. Ray is sharper still: 'Winning brands think global, but feel local. 77% of global consumers prefer to buy from brands that share their values, yet many companies still try to go to market with a one-size-fits-all playbook. Since brands represent promises, which live in the minds of the consumers, these companies don't even reach the starting line.' 'Trust isn't transferable,' says Ray. 'It's built on shared values, and showing up the right way in the right place. That's what cultural intelligence delivers'. The book introduces the 'Brand Fulcrum' model that Ray developed when she was Vice President Marketing at Louis Vuitton Japan, a framework that allows any organization to integrate seemingly opposing themes like traditional and innovative, for greater local resonance. The Brand Fulcrum framework ensures brand range, relevance and vitality in an ever-changing marketplace. "As brands adapt to culture, they can get overextended, which is where the fulcrum comes in. Brands then need to tactically balance opposing yet complementary intrinsic values to bring to life across cultures,' she added. Their approach to brand building is rooted in hard-earned lessons from years of running some of the world's most valuable brands across cultures, and it serves as a stark reminder for all wishing to pump out results from their marketing budget. If trust is the currency, the brand is how it is earned, kept, or lost. And keeping these flows moving is by no means the CMO's job alone. As Kelly and Ray explain, it is the CEO who owns the promise of the brand, but they emphasize shared ownership. 'When marketing is done right, it becomes the connective tissue between product, people, and performance. It's a leadership imperative where the brand is front and center, and the CEO is in the driver's seat, but the marketing organization carries it across borders,' they continue. The CEO as Chief Storyteller and Custodian of the Brand Janine Pelosi understands this better than most. As the former CMO of Zoom and now the CEO of Neat, she's lived through hypergrowth, media firestorms, and the reality of building trust at global scale. She explains that in the best companies, the CEO and CMO don't operate on separate tracks. Instead, they share the core function of telling the story of the business in a way that builds belief, inside and out. Pelosi's journey makes her uniquely fluent in both roles. At Zoom, she helped define one of the most recognizable brands of the pandemic era, not by leading with hype but with clarity. Now, as CEO of Neat, she brings that same ethos to building a next-generation workplace tech company. 'The CEO has to be the custodian of the brand,' she says. 'Marketing can scale belief, but only if the leadership is embodying it, too. If you're saying one thing and doing another, no campaign will fix that.' She's quick to stress that the brand is not a static asset. It's adaptable, localised, personal—and those same pressures sit squarely on the CEO. 'You have to be OK with the level of autonomy and responsibility that comes with leading through change,' she says. 'The world isn't one-size-fits-all, and neither is your story.' Reflecting on the chaos of 2020, she doesn't talk in superlatives, but in systems that have to all work seamlessly together, from crisis comms, global coordination to the brand and the trust it builds. 'If I hadn't gone through all that, would I have learned what actually matters when it comes to scaling a global brand?' As for the shift to hardware at Neat, she's direct: 'What I did learn is that there's no playbook for this and mindset is everything. If you bring a problem, also bring three ways to solve it.' In many ways, Pelosi represents the kind of executive that modern brands need: someone who understands that storytelling is at the heart of the CEOs task. And that being the brand means living its values visibly, even when it's uncomfortable. In fact, CEOs are often pulled into the gravitational force of the brand, willingly or not. Just ask Elon Musk, who embodies his companies' brand stories to the point of becoming indistinguishable from them. For better or worse, the CEO is now part of the product. Pelosi doesn't chase that spotlight, but she doesn't run from the responsibility either. 'When you're building a brand that's global, you have to be ready for it to get personal. People don't trust logos. They trust people,' she says. 'So the question becomes: Are you someone worth trusting?' For Pelosi, the answer lies not in charisma, but in coherence. Marketing scales belief, but only when leadership walks the talk. That's not a handoff between departments. That's shared DNA. The CEO as Chief Trust Officer And Making Marketing Work at Scale The relationship between a brand and its audience relies on trust, and trust has the CEO's name written all over it. Heather Neary, President and CEO of Taco John's, a Mexican restaurant brand with nearly 400 locations and half a century behind it, knows this well. For Neary, trust goes far beyond what the company sells or does, extending well into building authentic relationships, understanding franchisees and customers deeply, and aligning the entire organization to deliver on its promises. 'Trust starts with listening,' Neary begins, reflecting on her first six months at Taco John's. 'I spent every second week in the field, visiting restaurants, sitting down with franchisees, and hearing about what's really happening. You can't make meaningful decisions if you don't understand the business at its core.' Neary''s leadership approach is centered on transparency and collaboration. 'At the end of the day, people want to feel heard. Whether it's franchisees, restaurant operators, or customers, trust is built by being intentional about collaboration and open communication,' she explains. In a franchising model, Neary emphasizes the importance of aligning incentives and being honest about opportunities. 'If we're asking franchisees to invest thousands, we owe them transparency on the ROI. The best way to sell a franchise is to have an existing franchisee champion the opportunity,' she says. For Neary, the role of CEO is centered around trust-building as much as it is strategy. 'I see myself as Chief Trustbuilder. Every decision I make needs to strengthen the brand, respect the entrepreneurial spirit of our franchisees, and ensure we're delivering on our promise to customers,' she concludes. Scaling this sense of trust is also where the story of Luke Mahoney, CEO of FuturHealth, begins. Mahoney started his career in marketing but quickly pivoted into entrepreneurship—founding eight companies from scratch, all bootstrapped or leanly funded. His latest, FuturHealth, is a GLP-1 weight-loss telehealth platform that's now one of the fastest-scaling players in the space. Mahoney's approach is blunt, and all the better for it: 'Most people are offering access to a product, but you need to do more. That the product works is a given, good marketing and great branding is the amplifier without which nothing happens.' That philosophy where product is the proof and brand is the resonance runs through every venture he's built. At G-Plans, a nutrition platform that has reached over 28 million users, he started with metabolic data before a PR push. At You & Yours, a design-forward distillery in San Diego it was the architecture, music, and mood before the marketing. 'Our website didn't even say half of what we did at first,' Mahoney admits. 'We worked with an agency to make the messaging tighter. That's what good marketing is, clarity in motion.' And while marketing may have come after the product, he doesn't view it as a downstream activity. Far from it, he argues that its place is upstream and central for FuturHealth. 'The weight loss journey is tough and you need tools, yes, but more than that, you need an experience that supports it. We built that into the product, the branding and our marketing.' This trifecta of a product that works, a story worth sharing and a brand worth trusting is exactly what Mahoney argues makes marketing work at scale. How Localization and Personal Branding Can Change Everything Which leads us to one of the more fascinating case studies in the realm of founder-led marketing: Playtime Engineering. Founded by Kate and Troy Sheets, the company produces synthesizers and grooveboxes that look like toys but function like the real deal. The underlying innovation, a living instrument called myTRACKS, evolved out of obsession, problem-solving, and a love for music that refuses to be dumbed down for kids. 'We really lucked out with a designer, he came from the synth world, understood our hardware inside and out,' Troy Sheets recalls. 'The product was always going to be solid, but marketing it? That was the part we had to learn.' They started in earnest in 2018, self-funded and wildly iterative. A DIY prototype led to a showcase appearance, which led to a successful crowdfund. Then came their first stumble, selling out with no post-campaign stock. 'It was six months of silence,' they say. 'But it taught us about forecasting, logistics, and the long tail of attention.' It also taught them how important it is for marketing to be backed up with the good, lest you risk burning trust with your audience. Based on these lessons they've since built a modest but mighty brand that leverages fun. It also makes the brand personal in ways that bigger players aren't capitalizing on yet. Clara Venice, a synth-pop artist who has recorded with Blipblox, puts it this way: 'I work with a lot of synth products and I've always wondered 'Why don't they make a pink one?' The larger brands don't get how intimidating it is to go into a music shop and be confronted with a wall of black. If they make a color that reflects you , that sells. I want high-quality gear, but I also want it to speak to me.' For Venice, branding is as much about the look and feel of the product as it is about the product making it's user feel seen. 'It's a sophisticated approach that most of the big players are missing. Companies like Blipblox have realized you can be a serious musician and still be fun. You can make an instrument that's fun to play and still make really good music with it, and the brand doesn't suffer from embracing a wider group of people, quite the contrary.' In short, localization can be as simple, and powerful, as a design choice. A splash of your favorite color, a texture that feels friendly instead of cold, a name that makes you smile. Sometimes, that's all it takes for a brand to resonate. Sheet's agrees, and notes how their brand growth has been much more durable because of their approach. Their instruments still remain the main draw, and they bridge a gap between high-end equipment and creative play. That bridge is now also their brand. 'We aren't making junk toys that get thrown away,' Sheets says. 'These are products kids grow with. And we're growing with them, every year a new product, every month new sounds.' Now, with the support of a longtime marketing consultant who understands both music gear and consumer psychology, they're moving deeper into digital. New geographies, new pricing experiments, even a warehouse in the Czech Republic to beat tariffs. Places where the product opens the doors, but the brand and marketing make the sales both locally and globally. Playtime's approach is not based on an obsession over product-market fit, instead, it's one that builds upon brand-customer resonance. They build instruments with purpose, and that purpose travels through every channel they use, no matter what language the message gets translated into. And here, we see the common thread that Nataly Kelly and Katherine Melchior Ray opened up for us. The global framework for brand building that Pelosi, Mahoney and the Sheets instinctively have followed shows how smart marketing doesn't sell hype. Instead, it emphasizes value and instead of shouting 'look at me' it whispers 'this is for you.' And when marketing is done right, it doesn't feel like marketing at all. Instead, it feels like a brand that is authentic, a leader you can trust and more increasingly than ever, that's the only thing that sells.
Arabian Business
07-07-2025
- Business
- Arabian Business
World Trade Resource CEO on bringing cultural intelligence to drive better business performance
Stephan Branch is no stranger to global boardrooms. He's led multi-billion-dollar companies, taken organisations public, and worked in over 50 countries across five continents. Now, as CEO of World Trade Resource (WTR), a global consulting firm helping multinational organisations optimise performance, he's bringing his global expertise in cultural intelligence to the UAE with a bolder message. Relationship-building isn't optional. It's the engine of performance. With a childhood shaped by exchange students in the house and professional life on five continents, Branch brings a rare blend of lived experience and executive leadership to the challenges of globalisation. At a time when the UAE is increasingly becoming a nexus for international commerce and innovation, he explains how global businesses are being encouraged to operate here. WTR is known for tracking tens of thousands of culturally relevant metrics across nations, sectors, and teams to improve workplace outcomes, leadership effectiveness, and business performance. 'We don't just look at demographics or surface behaviours,' Branch explains. 'We dig into how people view time, hierarchy, trust, and success, and how those views affect everything from negotiations to employee retention.' In the UAE, for instance, where the workforce and executive landscape is profoundly international and relational, that kind of understanding is not just useful; it's essential. 'In a place like Dubai, if you walk into a room and expect to be treated as an equal on your resume alone, without building credibility or connection, you'll be politely ignored,' Branch says. 'Hierarchy and respect matter. So does taking the time to get to know someone: about their family, their background, what drives them. That's where the real business starts.' Branch shares the example of a business leader failing, not because they lacked skills, but because they misread the cultural environment when moving from Milan to Barcelona. 'She would assume Spain would operate similarly to Northern Italy. But her entire education was Germanic in structure: transactional, linear, and results-driven. She has never allocated time to build relationships with her team. In Spain, that will be seen as dismissive,' he recalls. 'Six months down the line, she would be floundering, and her team disengaged.' The WTR CEO gives another instance wherein an executive from Paris might fail after relocating to Montreal. He shares: 'One would think that speaking French is enough. But Quebecois culture is more egalitarian. Titles don't carry as much weight there. You have to earn your team's buy-in personally. If the executive doesn't, it would derail their career.' Branch further explains that this is not optional. For him, labelling cultural intelligence as such undermines its value. He says, 'Cultural competency impacts mergers and acquisitions, branding, sales, leadership, team cohesion; everything that hits your bottom line.' And he's right. He's observed this himself: organisations that fail to adapt their leadership and internal culture across regions see dips in performance, morale, and even market share. And that's especially dangerous in a place like the UAE, where reputation and relationship precede results. 'You won't get traction here with a US or German-style transactional mindset. You must adapt your leadership and build relational capital. That's how deals get done,' Branch states. As more companies build globally distributed teams, Branch sees an urgent need for internal alignment. He says, 'I've seen different teams in different countries. Each one interprets time, status, hierarchy, and trust differently. No one trains leaders for that. You won't get results unless you create a unifying, inclusive internal culture that still respects regional nuances.' Through WTR's team profiling and Branch's decades of expertise, companies are able to assess how cultural expectations play out inside their teams, not just between countries but between individuals. 'Cultural norms aren't static. You might have a Brazilian on your team raised in South Africa with a German business education. That's a unique combination. We train leaders to lead that person, not a stereotype,' he says. Branch further points to 'status attainment' as a cultural difference. 'In the US or Scandinavia, success is defined by position and achievement. But in the Middle East or Latin cultures, it's balanced with community, legacy, and family. Leaders will need to tap into that to truly connect without rushing the process and losing credibility as well as the deal,' he shares. Stephan Branch isn't asking companies to slow down. He's showing them how to go faster by getting smarter. 'This is about achieving optimum performance,' he says. 'If you're not embedding cultural intelligence into how you lead, manage, and grow globally, you're leaving money, talent, and opportunity on the table.' As UAE-based firms continue to expand across borders and as foreign companies seek to grow within the Gulf, he has one message: 'You can't lead globally until you learn how to connect locally.'
Forbes
18-06-2025
- Business
- Forbes
Cultural Intelligence: Building Trust And Unlocking Insights In The Global Village
Real insights are gained through authentic connection and understanding. They come from learning how to listen to the consumer markets and communities you are trying to reach. getty If you're leading a company in North America, you're likely grappling with how to effectively connect with the diverse world around us. Whether expanding into international markets or engaging with your hometown's vibrant and culturally rich diaspora communities. The traditional 'Western' way of doing business, while valuable, isn't the only perspective, and often, it's not the one that truly resonates when trying to reach non-Western audiences. To succeed today, you need more than just a good product or service; you need cultural intelligence, defined by Sternberg et al. as 'one's ability to adapt when confronted with problems arising in interactions with people or artifacts of cultures other than one's own.' At its heart, it is the ability to live, work, and collaborate across cultures. However, cultural intelligence is more than that; it is a powerful competitive advantage. It's about resisting the impulse to simply push Western notions and, instead, finding spaces where different perspectives and cultures are respected and seen. It's the key to finding genuine insights and, crucially, building authentic trust with the communities you want to serve. Real insights are gained through authentic connection and understanding. They come from learning how to listen to the consumer markets and communities you are trying to reach. This act of listening requires the ability to appreciate and celebrate diversity and cultural differences. So, how do you practically find these crucial insights and build that vital trust? It starts with a framework I've developed over years of navigating diverse markets, the EIA method (Embed, Interpret, Act). This is where you connect with the environment and its people. For an organization, it involves creating a structure where you seek to learn and become part of that community. You open yourself up to learning traditions, styles of conversation, and customs. This grassroots approach is essential for gaining consumer insights from the ground up. When you embed yourself, you embrace new experiences as opportunities to grow and see the world with a fresh perspective. This is where you begin to gather the raw information that will lead to insights. If you're the type of person who lands in a new city and decides not to take a tour but to walk the neighborhoods, ask the local people the best spots to eat, and engage with the citizens of this new-to-you place, you already possess that cultural intelligence instinct! Once you've embedded and gathered information, you must make sense of it. This step involves understanding the cultural nuances that shape behavior, preferences, and values. You combine the new information you've gathered with your existing knowledge to create a richer, more textured perspective. Cultural misunderstandings are a major risk if you skip or rush this step, potentially impeding communication and relationships. Interpreting is how you turn observations into meaningful insights that can inform your strategy. This is where you put the insights you've gained through embedding and interpreting into practice. It requires adapting your strategies and changing your behavior to connect better with others. Acting on insights is not just about developing new products or services; it's also fundamentally about building relationships. This is where the trust you've started to build during the first two steps allows your actions to resonate and succeed. As Vern Vipul, a serial entrepreneur and one of my oldest friends, noted, 'Leaders must be willing to go into that place themselves; you can't delegate the process of learning and adapting to figure out a market.' Let me share a story of how the EIA method guided a transformation in my career. I acquired Computek College on September 5, 2014. At the time, it was a struggling institution primarily focused on the Sri Lankan Tamil community. It aimed to educate newcomers for Canadian employment. I saw it as an opportunity to bridge a gap: Highly educated and skilled immigrants weren't getting the jobs they deserved, while Canadian companies were looking for talent. I knew both worlds well and believed I could help this valuable population get established. In terms of Embed, I was determined to understand the immigrant population we served. I realized success wouldn't come from boardroom strategy but from the streets of the Greater Toronto Area, where our students lived and worked. I took a hands-on approach, notably by teaching communication classes to our students. This allowed me to gain firsthand insights from right inside the classroom as students shared their perspectives, aspirations, and challenges as newcomers to Canada. My team and I also made a concerted effort to hire faculty and staff who reflected the diversity of our student body, seeking individuals with firsthand experience of the immigrant journey. As I embedded myself, I began Interpreting the information gathered. I understood the varying attitudes and expectations around education and career development among students; for some, it was tied to family honor, for others, a major stressor alongside cultural adaptation. I interpreted how cultural backgrounds impacted learning styles, seeing preferences for collaborative or independent approaches. Armed with these insights, I began to Act. My first priority was to diversify the student body. We actively recruited students and staff from different communities and worked with grassroots businesses. The shift in demographics was dramatic, growing from 50 Tamil students a year to 2,000 students from many countries and cultures by 2024. Along with other initiatives, we have created a thriving college. For North American companies and institutions, the takeaway is clear: Cultural intelligence is not optional; it's essential to find genuine insights and build the trust needed for success. Whether your sights are set globally or on connecting with the diverse communities in Western nations, embracing different perspectives, embedding yourself in the community you seek to serve, interpreting the nuances, and acting on those insights with cultural sensitivity will unlock powerful opportunities. It's about creating win-win situations where everyone benefits. As Rumi said, 'Yesterday, I was clever, so I wanted to change the world. Today, I am wise, so I am changing myself.' This willingness to adapt and grow based on understanding others is the heart of cultural intelligence. It's how you build trust and find the insights that lead to meaningful, lasting success.
Forbes
14-05-2025
- Business
- Forbes
Language And Culture: Your Compass To Unlocking Consumer Insights
Traditional marketing approaches, often rooted in a Western-centric viewpoint, can fall short when engaging with diverse populations. getty As someone who has navigated the intricate tapestry of eight countries across three continents, I've learned firsthand that understanding language and culture is not just a nicety in global business—it's the very foundation upon which authentic connections, and ultimately, profound consumer insights are built. For North American companies, whether you're venturing into the global marketplace or seeking to connect with the vibrant diaspora communities within your own borders, embracing this truth is paramount to your success. Institutions looking to resonate with non-Western communities must understand that genuine engagement begins with cultural intelligence. My journey, particularly through my experiences with Computek College and Veedu Living, has illuminated this crucial link between grassroots understanding, cultural intelligence, and the consumer insights that drive meaningful impact. Traditional marketing approaches, often rooted in a Western-centric viewpoint, can fall short when engaging with diverse populations. As my brother, Lavan, wisely once said, 'You can't engage with everyone in the exact same way and expect the same result.' This simple yet profound statement underpins the very essence of culturally intelligent business engagement. To truly grasp the needs and desires of a community, you must first immerse yourself in its environment, that intricate tapestry I mentioned. This principle of embedding is the first step of my EIA (Embed, Interpret, Act) method. My early years in Bangladesh, though initially challenging due to language barriers and cultural differences, taught me the invaluable lesson of letting go of the familiar and embracing the new. It wasn't until I started learning Bangla, even just simple phrases (I began by watching Sesame Street in Bangla!), and understanding the local customs, that I began to truly connect with the people. Language is more than just a communication tool; it is the key to embedding and understanding. Consider my experience in the UK when I acquired Priyo Communications. Instead of relying solely on market reports, I spent countless hours walking the bustling streets of London, observing the behaviors of potential customers, many of whom were immigrants. I love being out among communities and people. It was through this grassroots approach, this embedding in the community, that I noticed the prevalent phenomenon of individuals carrying two mobile phones—one for local calls and another for international communication. This observation, born from direct engagement and a willingness to truly see the world through their eyes, became a critical consumer insight. The next step, interpretation, involves making sense of these embedded experiences and understanding the cultural nuances at play. Why were people carrying two phones? My deeper engagement with the local immigrant communities revealed that it wasn't just about cost; in many Asian cultures, having multiple phones was also a symbol of status and prestige. This cultural insight went beyond mere convenience and tapped into the psychological and emotional factors influencing purchasing decisions. My time at Computek College further solidified the power of this approach. When I took over the college, it primarily served the Sri Lankan Tamil community. To broaden our reach and better serve the diverse immigrant population in the Greater Toronto Area (GTA), we actively embedded ourselves in the wider community. I knew our Tamil students would eventually need to be comfortable in the bigger world outside our campus. I even taught communication classes, allowing me to gain firsthand insights into the perspectives, aspirations, and challenges of our newcomer students. Through these interactions, we began to interpret the cultural nuances that shaped their experiences with education and career development. We recognized the diverse communication styles, varying attitudes towards education, and different learning preferences. These interpretations directly informed our actions. For example, understanding the reverence many cultures hold for teachers influenced how we supported our faculty and fostered a respectful learning environment. Recognizing the challenges students faced in balancing responsibilities led us to implement flexible scheduling. Similarly, the creation of Veedu Living, our Home and Garden Show focused on the South Asian community, was a direct result of embedding and interpreting. Through conversations with students and community members, we recognized that existing home and garden shows did not resonate with their cultural values and aesthetic preferences. Digging further, we interpreted the importance of multigenerational living and hospitality in South Asian culture, which directly influenced the show's design, the types of vendors we recruited, and the overall atmosphere we cultivated. We specifically sought out Western vendors who were willing to adapt their offerings to engage with the South Asian community. The success of both Computek College and Veedu Living stemmed from our commitment to move beyond surface-level understanding. Using the EIA methodology, we didn't just look at demographics; we actively engaged with communities, listened intently, and strived to understand the underlying cultural factors driving their behaviors and preferences. This deep level of understanding allowed us to gain consumer insights that traditional market research alone could never provide. The final step, acting, involves translating these insights into tangible strategies and offerings that resonate with the target audience. At Priyo, understanding the desire for affordable international calls and the symbolic value of multiple phones led us to develop competitive pricing for both local and international calls, effectively eliminating the need for two devices. At Computek, our interpretation of students' needs led to a tailored curriculum, cross-cultural communication training for staff, and even wealth management events that addressed their specific financial realities. For Veedu Living, acting on our insights meant creating a welcoming and culturally relevant event that celebrated South Asian aesthetics and values to huge success! These types of insights and actions are essential for North American companies and institutions seeking to engage with the global marketplace or diaspora communities authentically. The path to meaningful consumer insights lies in embracing language and culture. Move beyond assumptions and traditional metrics. Take the time to embed yourselves within the communities you wish to serve. Learn their languages, understand their customs, and actively listen to their stories. Only through this deep immersion and thoughtful interpretation can you truly unlock the consumer insights that will drive your success and foster lasting, meaningful connections. Remember, the global economy is also a series of local economies, and understanding those local nuances is not just good business—it's the only way to truly thrive.
Zawya
14-05-2025
- Business
- Zawya
G20 2025: South Africa's defining test for global-grade hospitality
When South Africa hosts the G20 Summit in November 2025, we won't just be welcoming world leaders — we'll open our doors to global scrutiny. With over R1.2bn in direct tourism revenue projected, the hospitality sector is not just preparing for a spike in demand, but for a defining test of its readiness and resilience. This is our moment to lead. But are we ready? Hospitality with competitive edge South Africa's edge isn't found only in its accommodations, natural beauty, or infrastructure. It's in our people. Our service culture is built on genuine warmth, cultural intelligence, and a deep pride in showcasing our country to the world – a form of hospitality that cannot be scripted or scaled artificially. This is more than anecdotal. South Africa was recently ranked the world's friendliest country – a sentiment echoed in the International Tourism Performance Report – a signal that our people-first approach is cutting through. That matters at an event where thousands of international guests will be watching not only what we offer, but how we offer it. A workforce that reflects the world Sout Africa's hospitality workforce is another major asset. While many global destinations face talent shortages, our sector benefits from a young, diverse, and well-trained pipeline of professionals. This diversity isn't just socially valuable – it's operationally strategic. It enables frontline teams to intuitively connect with guests from different countries, cultures, and backgrounds, offering a level of service that's empathetic, agile, and globally attuned. Pressure points: Infrastructure and security That said, we must confront our vulnerabilities with the same level of intent. Infrastructure – particularly power and water supply – remains under pressure. Industry bodies like the Federated Hospitality Association of South Africa (Fedhasa) have rightfully flagged these as threats to long-term growth. Encouragingly, many hospitality providers have already invested in mitigation strategies: solar, generators, water storage, and other solutions to ensure operational continuity. Ahead of G20, this must shift from early adoption to an industry standard. Security is another critical area. Delegates and international media will expect seamless safety, both personal and logistical. Hotels must continue reviewing their on-site risk plans, from mobile patrols to access control, theft prevention, and visible staff training. We cannot afford a gap between perception and reality. Sustainability can't be an afterthought Sustainability will be a central theme of the summit, and our sector must walk the talk. The average hotel guest generates 13.8kg CO₂ per stay - equivalent to driving a typical petrol car for 56km, charging over 1,100 smartphones, or burning 7kg of coal – a sobering metric. This demands action: energy-efficient infrastructure, locally sourced supply chains, greywater harvesting, carbon offsetting, and greener transport and event models. These are not marketing claims – they are now baseline expectations. Hotels and venues must hardwire sustainability into every part of the guest journey, not just to meet international standards, but to contribute meaningfully to global environmental goals. Rising to the moment and beyond I believe South Africa's hospitality industry is well-established and fully equipped to deliver on the scale and sophistication demanded by an event like the G20 Summit. We are not just ready; we are eager to provide a world-class experience that reflects the best of who we are. To me, success means delegates departing with their expectations not only met but surpassed, moved by the breathtaking landscapes, yes, but even more so by the authenticity, professionalism, and heartfelt welcome extended by our people. But the G20 Summit represents more than a moment in the spotlight. It's a catalyst to future-proof our sector. By continuing to invest in infrastructure, safety, and sustainability, we can position South Africa as a go-to destination for global events, driving long-term economic and reputational value far beyond 2025. The G20 Summit is not just a moment to impress – it's a moment to reposition. South Africa's hospitality industry has the talent, the leadership, and the capability to deliver an event of world-class calibre. But its true legacy will depend on whether we use this momentum to solve long-standing issues and embed lasting change. If we do, G20 2025 won't be remembered only for the leaders it hosted, but for the global confidence it unlocked in South Africa's hospitality sector.
