"We had this really unique culture, and we had sort of lost touch with it,"
"The top down is about making everybody in an organization feel like they're part of something bigger than themselves, like what they do matters. They're seen. Bottom up is about the pay and benefits and programs like learning and development. We didn't have a team member travel program and now we do. That's a huge benefit."
"We were telling the stories of all the things they were doing to help people understand why they matter and how that work aggregates up into something that's really powerful. If you look at brands like Spark and Waldorf Astoria, the product and service levels are wildly different. What's common: things like the technology and delivering a reliable, consistent experience in a friendly way."
Hilton traces its origins to Conrad Hilton in 1919 and was acquired by Blackstone in 2007, which installed Chris Nassetta as CEO. Nassetta more than tripled Hilton’s properties to over 9,000, introduced ten new brands, returned the company to public markets, and shifted to an asset-light business model. Employee turnover fell to nearly half the industry rate while employee satisfaction rose, earning Hilton Fortune’s 2025 No.1 World's Best Workplaces ranking. Key lessons included aligning top-down purpose with bottom-up pay and benefits, investing in programs like team member travel and learning, and communicating stories that connect daily work to broader impact.
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