Seminaris Hotels completes transformation: New Work lived from within

Rethinking Hospitality and Making Seminaris Future-Proof – that was the mission when the hotel group embarked on a fundamental transformation five years ago. Today, this process is complete, and a new phase begins—a phase of navigating the ever-changing world of work with autonomy and confidence. The result of our transformation and the foundation of our future operations: an innovative organizational structure that combines efficient workflows with self-determined work and independent decision-making. By implementing role-based work and flat hierarchies, Seminaris fosters employee development and creates a modern, economically sustainable corporate culture. This transformation is crowned by a playbook that serves as a guide for this new era of work.

Transformation with a Clear Goal

Change begins from within. From the outset, it was clear: to master the challenges of the new work environment, every individual in the company must be empowered to work independently and take conscious responsibility for their role. A core task during the transformation was to identify the decision-making models that best suit Seminaris.

To drive holistic and fundamental transformation, the Trafo-Team (Transformation Team) was established. This team supported all employees on this learning journey, trained them in working within circles, and introduced value-based decision-making processes that emerge from within the company rather than being imposed from the top down. This not only refined the handling of complex decisions but also fostered a corporate culture that integrates agility, accountability, and economic success.

Seminaris’ leaders also underwent an intensive learning journey to embrace transformational leadership, servant leadership, and a self-leadership culture. Their goal: to act as role models, provide guidance, and actively support employees in their development. This has resulted in a leadership culture based on trust, support, and collective growth rather than control.

New Decision-Making and Role Models as Game Changers

Developing new structures and models was an interdisciplinary process in which all employees contributed their insights. Through open exchange and continuous learning, two core models were developed that have fundamentally changed how decisions are made and roles are lived at Seminaris:

• The Decision-Making Model: Three simple yes/no questions help determine whether a decision can be made independently or if additional expertise is required. This system ensures faster, clearer decision-making paths while strengthening accountability across the company.
• The Role-Position Model: Instead of rigid hierarchies or a pure holacracy, Seminaris relies on a flexible matrix structure. Employees have a fixed position but can take on additional voluntary roles, creating individual development opportunities while bringing fresh impulses to the company.

These new structures and work methods have already increased efficiency and reinforced our modern, sustainable corporate culture—one centered on participation, independent action, and collective learning.

Employee Satisfaction and Sustainable Profitability as a Guiding Principle

The transformation of Seminaris does not end with a new organizational chart—it is just the beginning.

"WE HAVE CONSISTENTLY EVOLVED AS A COMPANY—FROM A CLASSIC CONFERENCE HOTEL GROUP TO A TRUE PIONEER OF NEW WORK PRACTICES IN THE HOSPITALITY INDUSTRY. THE OUTCOME OF THIS TRANSFORMATION IS CRUCIAL FOR THE FUTURE OF SEMINARIS AND THE ENTIRE HOTEL SECTOR. OUR AGILE WORK METHODS HAVE MADE US AN ECONOMICALLY SUSTAINABLE COMPANY IN RECENT YEARS, AND WE INTEND TO CONTINUE ON THIS PATH," says Jochen Swoboda, CEO of Seminaris Hotels. "FROM THIS TRANSFORMATION, WE HAVE DEVELOPED ADDITIONAL PROGRAMS THAT FURTHER STRENGTHEN THE PERSONAL AND PROFESSIONAL DEVELOPMENT OF OUR EMPLOYEES. WITH OUR NEW STRUCTURES AND WORKING METHODS, WE OFFER EVERYONE THE OPPORTUNITY TO ACTIVELY AND INDEPENDENTLY CONTRIBUTE TO THE FUTURE OF SEMINARIS AND THEIR OWN CAREER DEVELOPMENT."

Tailored Development Programs for Sustainable Growth

Beyond the new work models, Seminaris has introduced customized programs that foster the long-term growth and professional development of employees:

• WELCOME! The Seminaris Buddy Program: At Seminaris, people come first—even before their first day! Future colleagues (Buddies) oversee the recruitment and onboarding process, ensuring that new hires are both professionally and culturally a great fit.
• NEEDS! The Seminaris Development Program: Employees enhance their skills through targeted training and development conversations, helping them perform their roles effectively and confidently.
• DREAMS! The Seminaris Mentoring Program: Personal development aspirations, self-initiative, and intrapreneurship are supported through mentoring, enabling employees to actively pursue their career goals—even beyond Seminaris.
• PEERS! The Leadership Learning Circle: A central element of leadership culture and an innovative peer-learning format where leaders share experiences, learn from one another, and develop a consistent leadership approach for an effective and modern leadership culture.

Lived Corporate Transformation for All, Supported by Internal Expertise and an Extensive External Network

Since 2019, Seminaris has not only driven internal transformation but has also evolved its product offerings. A fundamental shift in mindset is necessary not just to sell products but to create holistic formats. This thinking was the foundation for Seminaris’ innovative approaches, which have been implemented in parallel with corporate development from the very beginning.

"WE DID NOT STOP AT LIVING OUR INTERNAL TRANSFORMATION AND DOCUMENTING IT IN THE PLAYBOOK. INSTEAD, WE DIRECTLY INTEGRATED OUR NEWLY GAINED KNOWLEDGE AND SKILLS INTO OUR CONFERENCE PRODUCT. OUR EXPERIENCES AND OUR CONTINUOUSLY EXPANDING NETWORK NOW ALLOW US TO SHARE THIS KNOWLEDGE WITH OUR CLIENTS. SINCE 2019, WE HAVE BEEN OPERATING INNOVATIVELY, OFFERING COMPANIES NOT JUST CONFERENCES BUT TRANSFORMATIVE FORMATS THAT SUPPORT THEM IN THEIR OWN CHANGE PROCESSES," says Jochen Swoboda.