Ongoing cultural work for further development, change, renewal and movement

Interview with Matthias Winkler, CEO of Sacher Hotels

Mr. Winkler, the Hotel Sacher is an institution with a long tradition and history. How do you live the tension between tradition and modernity?

Mr. Winkler begins our conversation with a clear commitment:

“For me, my role in the company is equally commercial and cultural.

Today, the two are inextricably linked – because we run a company with a great history and bear responsibility for today and tomorrow.”

In an intensive process, Sacher has removed the term “tradition” from its corporate values. “That was not an easy step,” explains Mr. Winkler.

“Our history is a central part of what makes Sacher what it is. But we have realized: Tradition is often misunderstood – not as passing on the fire, but as holding on to the ashes.”

Tradition is often used as an excuse to keep things the way they are.

This clinging on can be dangerous: “It leads to standstill – and in our time, standstill is synonymous with regression.”

This is why the value “tradition” was replaced by “innovation”. “Not as a break, but as further development. Change, renewal and movement – these are qualities that have always characterized our history. From the original Sacher torte to the delicatessen, to several hotels and now on the way to becoming an experience provider.

If we had stuck to rigid structures, Sacher would not exist in its current form.”

A major turning point was the generational handover between 2011 and 2014. “We restructured our culture at that time – towards working in teams and on an equal footing. This means that we create a balance between what we expect from employees and what we give them.” This attitude is enshrined in a charter – with clear principles such as punctual salaries, paid overtime, transparent communication and genuine shared responsibility.

The company has also undergone structural changes, such as the principle of subsidiarity: “Problems should be solved where they arise. This strengthens personal responsibility, prevents unnecessary escalation and promotes an agile system.”

For Sacher, culture is not an end in itself – it is the foundation of success. “Every encounter with one of our 1.5 million guests every year is created by our employees – they are the experience. Not a logo, not an advertising slogan – but the people in the hotel.” This is why the company consistently invests in cultural work.

For Mr. Winkler, innovation is not a technical term, but an attitude: “An attitude that honours the past, but does not allow itself to be shackled by it. One that looks ahead with curiosity – and puts people at the center.”

“Our cultural change is an open, ongoing process. We are working to create an environment that combines performance and responsibility with appreciation and dialog. Yes, we have hierarchies and clear KPIs – but we explain them, question them and develop them further together.”

A particular focus is on thinking outside the box: “We hardly ever compare ourselves with other hotels. Instead, as a management team, we regularly visit companies from other sectors – from craft businesses to media companies. This allows us to learn new perspectives on leadership, error culture and change. That keeps us alert – and on the move.”

What drives Mr. Winkler is genuine curiosity: “When someone tells me ‘It has to be like this’, I take notice. I want to understand – and consciously decide whether something should stay or change. We also try to pass on this attitude internally – through clear communication, transparent decisions and dealing openly with mistakes.”

How is the value culture supported and practiced by your managers?

“We receive over 20,000 public reviews and lots of other personal feedback every year.

We take this feedback very seriously. It is systematically evaluated – some tips lead to immediate measures, others are used as impetus for larger projects.”

In concrete terms, this means: “If a guest is unhappy with their room, they get another one. If the food wasn’t to their liking, we invite them back. These measures are transparent for all employees and can be tracked directly via our communication on every employee’s smartphone. Positive feedback is also made visible.”

Change is part of everyday life. “Mistakes happen – especially in an environment as interactive as ours. Faultlessness is a myth. The key question is: how do we deal with them?” Sacher’s answer: openly, constructively and with trust.

One concrete example is the guest experience budget: “Each of our 800 or so employees can spend up to 100 euros a month on special guest moments – such as a glass of champagne or a cab. This strengthens trust, enables genuine spontaneity – and makes the service more human. This was hardly used at first – people were too used to other things. Change doesn’t start with PowerPoint, but with lived behavior.”

Responsibility is clearly stated: “We tell our employees openly: I need your courage when I receive complaints. Your curiosity for new guest requests. Your innovative strength when processes get stuck.” At the same time, the company provides the necessary framework conditions.

But not everyone takes responsibility equally quickly. “A smaller group actively leads the way, the majority is more reserved – that’s normal. The important thing is that you don’t just have to demand responsibility, you also have to enable it. That starts with leadership.”

Mr. Winkler still sees potential for development between the second and third levels in particular. “We are on our way – and one thing is clear: In a market where we are competing with global chains, ‘business as usual’ is not an option. As a family business, we have to be better – and that can only be achieved through people, culture and innovation.”

Your personal stress tip?

1. Grandma’s advice: “Sleep on it once – that almost always helps.”
2. The serenity of old age: “I no longer allow myself to be driven by others. I don’t take on any artificial urgency.”
3. Time in nature – without distractions: “When I’m in the forest, I don’t wear headphones. And when I’m on my bike, I don’t stop just because my cell phone rings.”

“For me, recovery phases mean: I create spaces – in terms of time and place – in which I decide for myself. That’s my personal balance.”