Overview:

This case is part of a 100-diagnostic series revealing how US tourism programs have mislabeled marketing deliverables as “Enterprise Architecture progress.”

In national tourism promotion, a recurring pattern is treating visitor journey and experience mapping as enterprise strategy.

Colorful maps outlined traveler touchpoints, advertising campaigns became more targeted, and digital engagement metrics rose — yet the enterprise structure linking destination management, partner coordination, infrastructure investment, and policy alignment was never modeled.

P1–P6 Insight Preview: These six perspectives define how an enterprise connects intent to execution — P1: Strategy, P2: Business Processes, P3: System Behaviors, P4: Component Governance, P5: Implementation, P6: Business & Technology Operations.

P1 (Strategy): Experience mapping was treated as the core strategic deliverable, but no architecture-led plan tied it to improving infrastructure readiness, regional coordination, or service quality.

P2 (Process): Marketing and campaign workflows were defined, but processes for destination readiness, crisis response, and stakeholder engagement were unstructured.

P3 (System): CRM, booking systems, and partner management platforms lacked a unified behavior model for data sharing and joint offers.

P4 (Component): Digital platforms, content repositories, and analytics tools operated without common governance.

P5 (Implementation): Campaigns were delivered on time, but no enterprise approach ensured partner systems or processes aligned.

P6 (Operations): Business ops could run high-visibility campaigns, but tech ops still managed fragmented systems and inconsistent partner integrations.

Stakeholder Impact Summary:

1. CEO/Tourism Board Director – responsible for industry growth and national brand: Limited by weak P1 Strategy  — campaigns look strong but fail to address systemic readiness and service consistency.
   

2. CIO – oversees systems supporting tourism promotion and partner coordination: Impacted by P3 System Behaviors and P4 Component Governance  — fragmented platforms hinder integrated marketing and service delivery.
   

3. Sales Head (Partnership Development) – manages relationships with destinations, airlines, and hospitality partners: Affected by P2 Processes and P5 Implementation  — partner engagement is active, but execution suffers from lack of alignment.
   

4. Chief Enterprise Architect – ensures alignment between tourism strategy, systems, and processes: Confronts P1–P6 issues — mapping the visitor journey doesn’t equal building the tourism enterprise.
   

5. Head of Destination Operations – coordinates readiness across key locations: Feels P2, P3, & P6  — must manually reconcile operational gaps between what’s promoted and what’s actually delivered on the ground.