What Destination CEOs Are Really Talking About in 2026

Conversations at the Destinations International CEO Summit are shifting—and not subtly. Beneath the keynote presentations and polished panels, destination leaders are asking deeper, more urgent questions about relevance, resilience, and results.

This year’s dialogue isn’t about doing more marketing. It’s about doing better tourism.

Here’s what’s actually dominating the conversations.

1. Workforce Development Is No Longer an HR Issue—It’s a Strategic Priority

Destination CEOs are recognizing a hard truth: the visitor experience is only as strong as the people delivering it.

Staff shortages, burnout, and inconsistent service are no longer temporary disruptions—they’re structural challenges. Leaders are moving beyond recruitment and focusing on education, retention, and empowerment.

They’re asking:

• How do we equip frontline workers with confidence, not just information?
• How do we create a shared understanding of tourism’s value across our community?
• How do we make learning accessible, ongoing, and meaningful?

Programs focused on tourism training are proving their value. One participant in a destination learning program shared:

“I feel much more confident now about my ability to welcome visitors to our area.”

Confidence isn’t a soft metric—it directly impacts visitor satisfaction, spending, and repeat visitation.

2. Community Alignment Is the New Competitive Advantage

The most forward-thinking CEOs aren’t just marketing to visitors—they’re engaging residents.

The question has evolved from:
“How do we attract more visitors?”
to
“How do we attract the right visitors for our community?”

This shift is driving:

• Greater investment in local storytelling
• Increased transparency around tourism’s economic impact
• Programs that turn residents into advocates (yes, tourism ambassadors—but smarter ones)

When communities understand tourism’s role, they support it. When they feel excluded, they resist it.

3. Data Is Everywhere—Insight Is Rare

CEOs are not lacking data. They’re drowning in it.

The real conversation? Turning data into decisions.

Leaders are prioritizing:

• Real-time dashboards over static reports
• Behavioral insights over vanity metrics
• Learning analytics that show who is engaging and how behavior is changing

This is where modern learning platforms are entering the conversation—not just as training tools, but as intelligence systems that reveal gaps in knowledge, engagement, and performance.

4. Tourism Marketing Is Becoming Tourism Education

Marketing alone can no longer carry the weight of destination success.

CEOs are recognizing that:

• Visitors need better information
• Frontline staff need better tools
• Communities need better understanding

This convergence is giving rise to a powerful concept:
Tourism marketing + tourism training = sustainable impact

Education is no longer a support function. It’s a core strategy.

According to the Association for Talent Development, organizations that invest in comprehensive training see 218% higher income per employee compared to those with less formalized learning programs. That statistic is showing up in more conversations than ever.

5. Technology Is Only Valuable If People Use It

AI, automation, and digital tools are everywhere—but CEOs are asking a more grounded question:

“Are our people actually using these tools effectively?”

Technology adoption is no longer about implementation—it’s about enablement.

That means:

• Training that is practical, not theoretical
• Learning experiences designed for busy professionals
• Content that evolves as quickly as the tools themselves

The destinations winning in this space are not the ones with the most tech. They’re the ones with the most capable people.

6. Experience Design Is Becoming Everyone’s Job

Creating memorable visitor experiences is no longer limited to attractions and tour operators.

CEOs are pushing for:

• Hotels to become storytellers
• Retail staff to become guides
• Residents to become connectors

This requires a shift in mindset—and that shift happens through intentional, well-designed tourism training.

Another learner reflected this transformation clearly:

“This course broadened my knowledge of local resources and how to promote them.”

When knowledge expands, so does the quality of the experience.

7. The Role of the DMO Is Evolving—Fast

Perhaps the biggest conversation of all:

What is a destination organization supposed to be in 2026?

The answers vary, but common themes are emerging:

• Convener of community stakeholders
• Educator of workforce and residents
• Strategist for sustainable growth
• Connector between data, people, and experience

The modern DMO is no longer just a marketing entity. It’s becoming a learning organization for its entire destination.

Final Thought: The Quiet Shift Toward Learning-Led Destinations

Something subtle—but powerful—is happening.

The destinations gaining momentum aren’t just promoting themselves better. They’re teaching their ecosystems to perform better.

They’re investing in:

• Tourism certification programs
• DIY tourism marketing education for small businesses
• Scalable, accessible online tourism training
• Community-based learning initiatives

And perhaps most importantly—they’re treating knowledge as infrastructure.

Because in today’s tourism economy, the most valuable asset isn’t a landmark or attraction.

It’s a well-informed human being.

About the Author and Tourism Keynote Speaker: Stephen Ekstrom

Stephen Ekstrom is the embodiment of a passionate lifelong learner and a seasoned professional in the tourism industry, serving as the CEO and co-founder of Learn Tourism - the nonprofit academy. With over 25 years of experience, he has cultivated a deep understanding of tourism development and education, driven by his commitment to advancing the industry and fostering sustainable economies. Stephen's insatiable curiosity and love of knowledge have made him a proud nerd, constantly seeking to expand his expertise and share his insights with others. Alongside his faithful furry companions, Rudy and Marjorie, he embraces the digital nomad lifestyle, traversing the globe and immersing himself in diverse cultures. A dedicated advocate for continuous improvement, Stephen is a professional member of the Association for Talent Development and a member of Skal International. Stephen holds prestigious certifications in Inclusive and Ethical Leadership from USF, AI Governance and Ethics from Brown University, and Sustainable Business Strategy and Transforming Customer Experiences from Harvard Business School.