While cost savings and delivery quality dominate partner selection today, the next two years will see a shift toward stability, capability, and long-term value. Enterprise leaders in the travel and hospitality (T&H) sector are widening the lens from short-term ROI to resilience, talent access, and transformation support.
- Cost and delivery still matter, but capability gaps and strategic support are gaining ground. The importance of financial stability, strategic guidance, and existing partner knowledge will double, signaling growing concerns about operational resilience and change-readiness. Enterprise buyers are realizing that low-cost partnerships without strategic depth won’t future-proof their businesses. The push toward sustainability and innovation access, still lagging in absolute terms, also shows incremental growth.
- The need for niche talent and skills is the need of the hour. Enterprise leaders in T&H are reassessing their talent acquisition strategies, both in-house and via partnerships. The rising importance of access to critical skills (from 9% today to 22% in two years) is not just a response to talent scarcity—it signals a more fundamental need. T&H leaders are realizing that transformation efforts stall when the necessary capabilities are not readily available. Traditional partnerships based on fixed-price execution no longer meet the mark—today’s enterprises need flexible access to scarce, high-impact talent such as AI-skilled experts, sustainability specialists, and digital experience architects.
- In contrast, diversity, sustainability, and joint ventures are becoming less critical, as leaders are focusing on short-term survival and operational efficiency to accelerate ROI. At the same time, they must balance short-term imperatives with long-term resilience. The risk here is over-rotation. Cutting back on strategic investments such as sustainability and innovation partnerships may ease pressure on quarterly results but exposes the business to greater long-term disruptions, including brand erosion and regulatory penalties.
The Bottom Line: T&H enterprises must reassess their partner evaluation frameworks, prioritizing operational resilience, longevity, and continuity.
Ask the right questions during procurement and prioritize partners that demonstrate future-fit capabilities over legacy metrics. Focus on those that offer operational stability, address critical capability gaps, and enable accelerated growth without compromising business integrity.
Partners that deliver certainty, domain expertise, and long-term resilience while facilitating transformation and innovation are best positioned to win. These qualities are no longer optional—but essential for withstanding economic volatility, adapting to shifting market dynamics, and sustaining competitive advantage in this rapidly evolving landscape.
