Your sports tourism strategy might be managing the wrong things, chasing the wrong events, and leaving the most durable value on the table. Five insights from the Sports ETA Symposium — and a free assessment to see exactly where your organization stands.

You've been in this meeting. The analysis is done. The options have been presented. And yet here you are, staring at a calendar invite for a follow-up meeting about the meeting. This isn't a process problem. It's a decision avoidance problem — and it's costing your organization more than you think.

With international arrivals dropping and US tourist spending down $12.5 billion in early 2025, the stakes for sustainable tourism have never been higher. This analysis tracks the shift from aspirational frameworks to hard accountability, examining how legislative pressure and platform changes are forcing a transition from voluntary certification to structural expectation.

AI is moving fast, but strategy without ethics isn't strategy at all. This article explores what it means to be both pro-AI and deeply committed to human intelligence, and why the most effective AI strategies are values-driven, policy-aware, and grounded in lived expertise.

Discover how Gallup's Q12, Maslow's hierarchy, and real workplace data prove that work friendships drive productivity, retention, and engagement.

For many destinations, "off-peak" months often feel like a hurdle to be cleared. But what if your quietest season became your strongest strategic differentiator?

I don’t know about you, but I love the idea of setting New Year’s Resolutions.

Artificial Intelligence (AI) is transforming the travel and tourism industry, from personalized trip planning to automated customer service and dynamic pricing. But as adoption accelerates, so do questions about transparency, fairness, and trust.

Coraggio Group played a key role in shaping this research, contributing strategic insights and workforce transformation expertise. The report offers a rich analysis of employment trends, skill gaps, and future needs across 20 global economies, supported by data, interviews, and best practices from leading Travel & Tourism organizations.

Destination Forward: Advancing Stewardship in U.S. Tourism Planning is the most comprehensive national study of its kind, analyzing 35 destination stewardship plans across the U.S. Led by the George Washington University International Institute of Tourism Studies in collaboration with Coraggio Group, the report reveals how communities are reimagining tourism to prioritize sustainability, equity, and resident well-being.

Constituent engagement, when done consistently, inclusively, and with clear intent, can be a powerful mechanism for navigating these challenges, building trust, and co-creating thriving tourism futures.

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In today’s tourism landscape, many organizations are reconsidering their approach to diversity, equity, and inclusion due to the politicization of these concepts. However, the business case for inclusivity remains strong, particularly in the tourism industry, where welcoming all travelers is essential.

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In a world where tourism often leaves a heavy footprint, regenerative travel offers a beacon of hope. By fostering partnerships between governments, businesses, and communities, we can create travel experiences that not only benefit travelers but also revitalize the places they visit.

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From our vantage point of working with hundreds of destination leaders, we see the unprecedented challenges you are facing, including the increasing pressures on destination organizations to respond to social, cultural and environmental challenges within your communities, all while facing funding and political uncertainties.

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Travel and tourism are at the front line for both the challenges and solutions of climate change.

We must take action. Now.

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Gone are the days of economic development being a linear, industry-driven process of business attraction in which economic development organizations (EDOs) make decisions on behalf of the communities they serve.

Strategic plans are as common as office printers and just as likely to malfunction. In fact, 70% of the strategic initiatives that companies pursue to increase revenue, decrease costs, improve efficiency and innovate fall short of their goals.

As travel and tourism professionals we have been given an immense responsibility. We’ve been tasked with wisely using the resources we’ve been entrusted with.

Leading a complex and interdependent tourism economy at any scale is not for the faint of heart, even in the best of times. The disruptions of recent years have tested the fortitude of even the most experienced tourism industry leaders.

Organizations have been challenged over the few years to continually re-imagine how and where we do our work. While the pandemic appears to be far from over, and our need to be adaptive remains, the emerging work environment seems to be clearly defined by a hybrid approach.