Q&A: Alix Boulnois on How Accor’s Digital Transformation Is Changing Hospitality

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The hospitality industry is seeing tangible benefits from digital transformation. A Deloitte survey found that 57% of hotel operators reported significant revenue growth directly attributable to technology-driven service improvements.

For global hotel groups like Accor, these advancements underscore the urgency of investing in digital tools to enhance service quality, modernize loyalty programs, and even unlock new revenue models. To that end, Accor is leveraging AI, digital innovation, and a dynamic distribution strategy to deepen customer engagement and drive business growth at scale.

Leading these efforts is Alix Boulnois, chief commercial, digital, and tech officer at Accor. A seasoned leader with experience at Amazon and McKinsey, Boulnois oversees a multi-billion-euro P&L and a team of more than 5,000 people across 110 countries. Her scope spans distribution, loyalty, e-commerce, data, and tech — unifying Accor’s digital and commercial strategies to support both guest experiences and hotel owner needs across more than 45 brands.

In this exclusive SkiftX interview, Boulnois shares insights into how Accor is navigating its ongoing transformation while continuing to scale a global, asset-light model. She discusses how AI is being embedded into every layer of the business, from revenue management to personalized guest journeys; how the ALL Accor loyalty program has become a key differentiator; and how Accor is balancing automation with the human touch central to its Heartist philosophy.

SkiftX: You’ve said that Accor has undergone a triple transformation — digital, cultural, and operational. What has been the biggest challenge in aligning these three areas?

Alix Boulnois: Just before Covid, we completed a major shift in our business model to become more asset-light. That transition put technology at the heart of everything we do, from distribution to loyalty to brand visibility. The hotel industry has traditionally been fragmented with siloed systems, local idiosyncrasies, and on-premise solutions. So we’ve been rebuilding an infrastructure that can scale and connect easily, using cloud technologies and partnerships like the one we signed with Amadeus to transform our central reservation system (CRS).

Culturally, Accor is pretty decentralized, with hotels either shaped by local roots or acquisitions. Each acquisition brought its own tech stack, so part of the challenge is showing teams the value of aligning on common systems and working together. We’re also shifting the mindset from “tech for tech’s sake” to tech that serves a clear business or customer purpose. Involving our employees in this transformation journey — guided by clear goals and purpose — is critical to a smooth and successful transition

And finally, operational agility is key. In this volatile world, we can’t take months to respond to change. During the pandemic, for example, we had to refund guests at scale through self-service tools. This showed how important it is to adapt quickly to meet evolving needs.

What are the biggest themes shaping Accor’s digital transformation today?

There are some foundational elements, like revamping our CRS, moving to a cloud-based property management system (PMS), and improving connectivity through APIs. But the biggest thing on my mind right now is the impact of AI on our business.

Let’s talk more about AI. What are some key ways Accor is using AI to enhance the guest experience?

We’re using AI to personalize guest interactions across multiple channels. On our websites and mobile app, we personalize search results and content recommendations. We also tailor our marketing communications, using AI to generate email content in each brand’s tone of voice and to determine the best frequency and format for each guest.

In France and the UK, we’ve launched conversational AI for more natural, ChatGPT-style booking experiences. And in our contact centers, AI assists agents in managing customer requests and offering recommendations. For example, when booking the new Orient Express train, our agents are supported by AI that provides travel suggestions and logistical details.

Accor is known for emphasizing the human element. How do you balance that with tech-driven innovation?

It’s a balance, but I don’t see the human touch and technology innovation as being at odds. Even behind the technology, it’s about people.

AI enables the hospitality sector to return to its core mission: providing exceptional human-centered experiences. Rather than replacing employees, AI supports them, allowing staff to dedicate more time to guests and high-value interactions.

We need top tech talent, including skilled engineers and developers who believe in our mission. At the same time, the human touch remains essential, especially in the luxury space. For example, our customer service team is part of my executive committee because I want the guest’s voice to shape our technology decisions.

How do you decide when AI should take over and when a human should step in?

It depends on the brand. For economy brands, we automate as much as possible — requests are usually simpler, and margins are thinner. But in luxury, the human connection is essential. We monitor how often human agents override AI suggestions to refine the system, but for now, voice-based interactions in luxury will remain primarily human-led.

How is AI being applied to optimize revenue management and operational efficiency at Accor?

AI has been used in revenue management for years, but hospitality still lags behind other sectors like retail. We’re working with our revenue management partner, IDeaS, to personalize pricing further — ideally at the level of individual guests and channels. But personalized pricing requires not only smarter algorithms but also better infrastructure and cleaner data. That’s why our PMS and CRS upgrades are so critical.

Speaking of data, how are you managing customer data across so many brands and systems?

We’ve built a unified, structured data infrastructure that spans all our brands and geographies. We monitor data quality closely and define every data point clearly. We also automate wherever possible, such as pre-filling PMS fields or connecting directly with energy suppliers to eliminate the need for manual ESG data entry. Algorithms help us identify outliers and ensure data reliability across the board.

ALL Accor, the Group’s loyalty program, has become a major differentiator in hospitality. How do you see the program evolving in the next few years?

Loyalty programs are becoming ecosystems. ALL Accor now extends beyond hotels — you can earn and redeem points with airlines, banks, retailers, and more. We’ve built the ability to onboard new partners in under three weeks, assuming commercial terms are in place.

Thanks to these enhancements and the team’s efforts, the program recently reached its 100 millionth member, less than five years after launch. The next major step is personalization, allowing members to choose the benefits that matter most to them. That requires deep data and cross-sharing capabilities with partners, which we’re investing in. One example is our upcoming Orient Express sailing yacht, launching in 2026. Every cabin aboard the Orient Express Corinthian will offer unique experiences, and guests will be able to personalize every detail of their journey.

How is Accor adapting its distribution strategy to compete with OTAs and maximize direct bookings?

We don’t see OTAs as competition but as acquisition channels for less brand-loyal customers. Our goal is to shift repeat guests to direct channels. That means using AI to target true acquisition spend and ensuring that guests know they’ll get the best price and experience by booking direct. We’re also highlighting the special treatment loyalty members receive at the hotel, such as poolside seating or kids’ amenities, to help build meaningful connections.

Are there any enhancements to the booking experience itself that you believe are especially impactful?

Yes, especially within our mobile app, which is exclusive to loyalty members. The app is much more than a booking tool — you can reserve a restaurant, book a spa treatment, chat with the front desk, and even order a taxi. You can also redeem and earn points across all these experiences. We’ve also digitized benefits like free drinks or room upgrades and added digital room keys. It’s really becoming the center of the guest journey.

You’ve led large-scale transformations at both Amazon and Accor. What lessons from your time at Amazon have influenced Accor’s commercial, digital, and tech strategy?

One of Amazon’s leadership principles that stands out is customer obsession. At Accor, our customers include both guests and hotel owners, especially in our asset-light model. Owners are essentially customers now, and they can choose to work with other brands, so we need to earn their trust.

Another Amazon principle that resonates is building for scale. Tech is expensive, so everything we build must work across geographies, segments, and brands. I also appreciate Amazon’s culture of bold thinking, which aligns well with Accor’s own spirit of audacity and innovation.

Looking ahead, what are you most excited about?

Two things stand out. First, our subscription-based loyalty tiers are growing rapidly across multiple regions. These members are highly engaged, and we’re developing more personalized services for them.

Second, our focus on environmental, social, and governance (ESG) principles. Hospitality contributes about 10% of global carbon emissions. We see this not just as a challenge, but as a way to differentiate ourselves. We’re incorporating ESG into our loyalty program — rewarding sustainable behavior, using tech to reduce our environmental impact, and connecting directly with utility providers for real-time carbon tracking. It’s a powerful opportunity for transformation.

To learn more about the ALL Accor loyalty program, click here.

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