While showering in my hotel, I noticed the previous guest’s hair in the drain—a reflection of today’s lowered standards despite higher prices for hotels, rentals, and meals. Our culture’s relentless demand for service means minimum standards persist as long as someone else has lower expectations. As a former Marriott employee, I wonder how Mr. Marriott would view his brand standards today. Great leaders like Robert Mondavi and Steve Jobs have spoken about the pain of what “selling out” cost their original vision. Marriott’s loyalty points program also comes at a cost, and I acknowledge that it effectively secures my ongoing commitment as a loyal customer.
For years, takeout options were mostly limited to Chinese food and pizza. Wonton noodles improved over time, absorbing salt, sugar, and fat, while cold pizza slices could instantly transport us back to our high school days. As children, TV dinners were a novelty; later, in college, we relied on microwaveable Stouffer’s meals like Chicken à la King, macaroni and cheese, or lasagna. Today, Americans eat from paper, plastic, and bamboo containers at unprecedented rates, often with little concern for where the food originally came from. “Fast, safe, affordable” has become the value proposition of fast food for much of the world.
Research suggests individuals tend to consume food that is readily available or offered at minimal cost. For example, in airport lounges, guests typically eat what is provided with little regard for broader dietary considerations. Eating is often driven by convenience, offering temporary relief from hunger until the next scheduled meal or snack. In the 1990s, studies indicated that the average lunch duration in New York City was approximately ten minutes, reflecting a swift transition from workplace to nearby vendors and back. Today, more than seventy-five percent of meals are consumed outside the home or obtained premade or delivered, highlighting a significant shift in eating habits over the past three decades.
The demand for speed has come to define how we value a busy lifestyle. Many now opt for delivery services, readily accepting meals that arrive less than ideally hot or fresh. Convenience often takes precedence over quality of preparation; efficiency has become the prevailing standard. In today’s fast-paced service environment, brief interactions and rapid order fulfillment are expected, with personal touches—such as having one’s name on a cup—considered sufficient. As a result, the culture has shifted toward products that are neither fully hot nor cold, but somewhere in between, reflecting a compromise in preparation standards.
Clubs have always valued consistency, yet since the pandemic, to-go and delivery services have become a permanent expectation. One wonders how much of that “consistency” is shaped by acceptance of soggy fries. In South Florida, a club designed its kitchen pre-pandemic; afterward, the to-go program grew to represent nearly 50 percent of service volume. The kitchen was never built to multitask high volumes of to-go orders alongside seated members. The club board does not want to eliminate either option, yet continues to ask the general manager how to create better systems.
The appearance of those striving for excellence has also evolved. As with any culture, older generations often criticize younger ones for eroding established standards. Today, people raised with participation trophies are now shaping professional leadership and defining achievement. Recognition has expanded from the top three finishers to include everyone, which some argue has diluted excellence and affected the customer experience—prompting the question, “How much extra must I pay to get excellence?” At times, employee satisfaction is prioritized over deeply learning skills. A generation has emerged that values quick verbal responses over dedication and persistence, even though those qualities—less glamorous and less popular—remain essential. Success is now generalized rather than tied to specific accomplishments; rewards often come simply for showing up, much like daily workout photos posted without reference to measurable progress. Hiring is no different. Excellence is not achieved by being fully staffed, but through the persistence and discipline required to select the right talent.
Excellence will always be subjective, shaped by personal experience rather than universal standards. In food and beverage, what one person considers excellent may differ greatly from another. As children grow up accustomed to high standards—such as those found at the Ritz-Carlton—their expectations evolve, revealing the complexities of success. Today’s culture and social media fixation on the “next big thing” often distracts us from appreciating the present moment and the people with whom we share a meal.
As an executive chef, I was never as good as some said I was, and certainly not as bad as others claimed. I was simply a professional trying to get better. In the words of former Ritz-Carlton president Horst Schulze, “We are just the best of a lousy lot.”
