With regards to human spirit-driven motivation, even being more powerful than any other source of motivation, it doesn’t mean that financial incentives should be disregarded when the human spirit is satisfied for those who have had an outstanding performance. Financial incentives are a hygienic factor, which means that they have a more limited capacity to motivate, but cause demotivation if the outperformer thinks that he/she deserves them and does not receive them according to how he/she performed. Hence, it is not only unfair but also not convenient to overlook financial incentives in mission-driven organisations.

In organisations with a soul, the soul is the intangible that brings and gives sense to all actions so long as people live with a sense of purpose that helps also create complicity to overcome obstacles that would be much harder to overcome without this sense of purpose, and that also ignites a strong spirit of cooperation and commitment. This spirit is the core competitive advantage of organisations and destinations with a soul, so long as cooperation and commitment generate powerful synergies among all kinds of stakeholders. The White Paper “Building a culture of cooperation and innovation” describes how this spirit can be created through culture change methods.

When it comes to describing the soul in the strategy planning literature, we usually talk about mission- driven organisations and also triple-bottomed line business models – which focus not only on financial goals, but also on environmental and social goals – that integrate the mission in the business model built on an operational system that creates positive impacts, instead of philanthropy.  Their goal is not to take the role of public administration, but to carry out complementary actions in cooperation with the government.

As explained in the White Paper “Competitiveness Planning 3.0”, destination competitiveness is created not only through the services and the experiences delivered to the visitors, but also through the feelings generated and the human spirit present in the destination, which can be sensed through the attitudes and behaviours of the local population, namely in terms of hospitality and the care they take of all the elements of the landscape. This happens only when all stakeholders feel committed to a common purpose, share values and know that tourism is a win-win-win business, because it is profitable for all stakeholders, including the poorer layers of society and the environment.

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

One Comment

  1. I must say, this is an extremely well thought of, clear and to the point post about sustainable tourism I have ever seen. We may be thinking about the aforementioned factors subconsciously, but thanks to you, now we know about a logical framework to bucket them and make a well informed decision when it comes to traveling.
    I believe, it is the duty of both the Government and the tourist to help ensure that sustainable tourism is practiced. The local people can pitch in only once they feel that tourism is sustainable, economically beneficial and not invasive in their areas.
    Thank you so much for this brilliant article.. 🙂

    Like

    Reply

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