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In this  article recently published in the El Economista, David Uriarte explores how COVID-19 has encouraged medical and social experiments on sustainability, the economy, and the management of companies.

One of the ways in which human beings have managed to advance our knowledge and civilization is through experimentation. Experimenting means testing in order to explain or understand the nature of reality. Experimentation is one of the building blocks of innovation . Experimentation is based on changing the things we normally do .

Experimenting is often expensive and time consuming. It also forces us to get out of our comfort zone and seek new realities.

Covid-19 is posing a huge humanitarian challenge with, for now, more than 1.5 million deaths. In addition to its profound negative impact, it is generating new processes of innovation and digitization, because we are forced to experiment, we are forced to do many things differently.

All crises generate experiments, innovation and knowledge. World War II inoculated us against fascist ideology and advanced technology to hitherto unsuspected limits.

You just have to walk through the Royal Air Force Museum in London and see what airplanes were like before and after World War II to get an idea of ​​this transformation.The sense of urgency and need to obtain a vaccine for Covid-19 has meant that a large amount of resources have been dedicated to its research and development. Thanks to this, new platforms based on RNA and DNA have been generated to obtain vaccines that may be used in the development of new vaccines in the future. With these technologies, vaccines can be developed more quickly because they do not require culture or fermentation and billions of people will benefit from them in the future.

 

Questions posed in this article include:

  • What happens to pollution in a city
  • What happens to an economy when millions of people cannot work
  • How do organizations develop if their workers are related only digitally

 

Read the full article, COVID-19: The Great Experiment, on El Econimsta.es.

 

 

David Uriarte explores the limitations and opportunities in the future of travel. 

In the travel industry, we are currently living devastating times. During these days, like many others, I try to imagine how the future of travel will be after Covid-19. In this process, analyze the new limits and new opportunities is a common exercise.

In Europe, in the short term, many resort hotels are opening in June or July, with lower occupancies than expected, but probably with a larger “summer” season. City hotels will wake up in September. By 2021 there will be a strong recovery, but still not reaching 2019 levels which I believe will be reached in 2022. Nearby hotels, that can be reached by car, will have a substantial advantage over the hotels you need to reach by plane or boat. The word in travel this year is short: short stay, short distance, and short booking window.

I would clearly separate two moments in time, the short term, that is today, that many calls new normal and the medium term, after the pandemic is gone. It is a fact that the pandemic will go, maybe because of the discovery of a vaccine or because of other reasons.

 

Points in this article include:

  • Effects on the travel industry
  • The use of technology
  • The long and short term

 

Read the full article, Future in Travel. Why we call it “new normality” when we mean “transition” on LinkedIn.

 

 

David Uriarte provides a short forecast on the travel industry post COVID-19.

In the travel industry, we are currently living devastating times. During these days, like many others, I try to imagine the future of travel after COVID-19. In this process, analyze the new limits and new opportunities is a common exercise.

In Europe, in the short term, many resort hotels are opening in June or July, with lower occupancies than expected, but probably with a larger “summer” season. City hotels will wake up in September. By 2021 there will be a strong recovery, but still not reaching 2019 levels which I believe will be reached in 2022. Nearby hotels, that can be reached by car, will have a substantial advantage over the hotels you need to reach by plane or boat. The word in travel this year is short: short stay, short distance, and short booking window.

 

Read the full article, Future in Travel. Why we call it “new normality” when we mean “transition”?, on LinkedIn.

 

Umbrex is pleased to welcome David Uriarte with Horvent. David Uriarte, former BCG consultant, has an outstanding track record of achievement in customer experience, business management, digital transformation and development in travel & leisure and other service industries. Senior international advisor, entrepreneur and executive with more than 20 years of relevant experience. Digital and people passionate, optimistic, flexible, with a strong strategic vision and leadership in high growth business.

Managing Partner in Horvent Advisory Services and Partner of GuestPro (Leading new generation SaaS to manage hotels). He is also an Associate Professor in Service Management at Toulouse Business School and The Valley of Digital, Mentor at Conector Travel Tech, BTS, Startupbootcamp IoT & Big Data and at The Cherie Blair Foundation for Women and Strategy Advisor at Hacks/Hackers Barcelona.

He previously held executive positions in PGI Management, Pierre Vacances Center Parcs and Barceló. David holds an MBA at IESE/ Georgetown University, a Business Degree in the University of the Basque Country.

David also paints horizons in his freetime. Do not hesitate to check his instagram page @horizontem.art

David is based in Barcelona Spain and is happy to collaborate on projects in Spain and travel industry worldwide.