What if not all growth is good? At IMPACT 2025, Hege V. Barnes, Managing Director of Innovation Norway USA, delivered a keynote that challenged the tourism industry to rethink its assumptions about success. With more than 27 years of experience in North America and a career spanning global marketing, sustainability, and entrepreneurship, Hege has become a powerful advocate for regenerative travel. Her work bridges bold ideas with actionable strategy, and her leadership is helping to shape a future where tourism doesn’t just generate revenue, but restores, revitalizes, and respects the places it touches. In this conversation, Hege shares her thoughts on the tension between growth and responsibility, what Norway is doing differently, and why creativity and courage are essential tools in any changemaker’s toolkit.

1. Let’s start with your IMPACT 2025 keynote, such a powerful challenge to the idea that “all growth is good.” What inspired you to take that angle, and what do you hope listeners took away?

My inspiration was the development in my hometown of Tromsø, in Northern Norway, and the discussion that has been ongoing in Norway for a while now. We have experienced much-welcome growth in tourism over the last few years, but it has not been equally distributed or consistently favorable. Certain popular hotspots during specific times of the year have been overrun with too many visitors at once. This has created friction with locals and issues with limited infrastructure and capacity. Discussions have centered on how we can capitalize on the surge in interest, while spreading the benefits to areas that need it, and mitigating the strain on local communities and the environment, which are already near their breaking point. There is also an awareness of the need to involve and communicate better with the locals, so that they can see the benefits and be part of the solutions.

We see similar patterns in many other destinations globally, where the locals have had enough. Where they feel squeezed out as they can’t afford to live there anymore, or it has become unbearable due to overcrowding. This is fostering a very negative attitude towards tourism that ultimately benefits no one. We need to start examining where growth is needed and where it can be a force for good. We need systemic shifts that balance growth with a focus on underrepresented areas and communities. We need value chains to work together, aligning product development with local needs and benefits.

2. At Innovation Norway USA, you support both tourism and entrepreneurship. How do you see these two sectors influencing each other, especially when it comes to sustainability and innovation?

I believe you always must look at a destination from a holistic perspective. Tourism, when done well, can create positive ripple effects across sectors and industries, having a major impact on local value creation. Tourism does not operate in a vacuum but is intricately linked with other industries, local infrastructure, and ecosystems. Innovation and technology are transforming the way we live and operate today. Efficiency in systems and digital connections is useful as we build organizations and businesses that are ready to take on the challenges of a more digital and AI-driven future.

Technology and innovation can also present a significant business opportunity for a destination, ultimately benefiting tourism. For Norway, a leader in green maritime, we have gained international recognition and praise for designing and building electric ships and ferries that travel across our fjords and up our coastline, creating cleaner and greener experiences for both locals and visitors. This attention towards Norway as a sustainability-conscious destination that invests in green technology and solutions that care for the environment and local communities has been very positive for us as we attract an audience that appreciates and shares our values. An audience that is willing to stay longer, buy local, and experience local communities more intimately and authentically.

3. You’ve been described as a connector of people and opportunities. What does that look like in practice, and why is that role so essential for regenerative tourism?

It is all about the people! And we must do it together. I have a strong belief in the power of collaboration to solve our shared problems and find solutions together. I thrive on creativity and initiative. On giving people an opportunity to make something happen, to create progress. My biggest fear is stagnation. That we have just given up, that we are satisfied with the status quo, and are not bothering to move forward. That might be why I often take the initiative and drive some processes. I love working with the different tourism organizations that have extensive networks and memberships, and where the mechanisms or platforms are ready to be used. They often just need that outside voice that can trigger curiosity and awareness of a problem or major issue, and that can be the catalyst to start a movement and get members to engage and commit.

Commitment is often a big issue as people are busy and have too much on their plates. However, when it comes to sustainability or regenerative tourism, there is no alternative. We must do it. Climate change, overtourism, and the changing needs of local communities, often accompanied by dire consequences, require us to think differently and explore new business models. Change is hard and often requires tough decisions. The more awareness we have and the more we can bring people together to collaborate on finding solutions to common problems, the easier it might become. I firmly believe that we need to communicate and align our values across our entire value chain. We need more open dialogue, and we need a joint toolbox to pull from that makes needed change or adaptation easier. Building platforms, forums, and summits that can bring leaders together is one way of doing it, one way of creating a joint pull or positive peer pressure.

4. Norway has been gaining global recognition for its approach to sustainable travel. What are some specific strategies/frameworks or policies that other destinations could learn from to help keep sustainability at the forefront of tourism discussions?

We have a mandate from the government to build a destination that prioritizes sustainability and positive impact for locals. Our vision is that “a good place to live is a good place to visit”. A few years ago, we developed a government-mandated National Tourism Strategy that focuses on clear goals and objectives aligned with the UN Sustainable Development Goals (SDGs). The strategy provides clear directions, milestones, and measures for how we can contribute to the green shift. We believe it needs to involve all stakeholders and be owned by all parties involved. We conducted hundreds of meetings, interviews, and surveys with actors from all aspects of the industry. We integrated an all-stakeholder ownership model, which is the foundation of this strategy and informs its actions. We aim to reduce the industry’s carbon footprint by 50% by 2030, while simultaneously increasing the export value of consumption by 20 million NOK (approximately 3 billion CAD). We also aim to increase the number of tourism-related jobs in Norway by 25% and help create attractive local communities and happy residents.

What is good about this model is that it gives clear directions, milestones, and measures. We are being kept accountable for progression and development, and we must deliver transparent reporting. The industry feels a sense of ownership and wants to be involved. They follow us closely and have opinions on what is needed or missing. Proper government support, regulation, and funding are very much needed and desired. It inspires creative public-private partnerships that help drive product development and solutions to seasonal or overcrowding issues. What is also very good is that we have an open-source policy. The data we have, you have. The more we share and learn together, the more effective and solution-oriented our discussions will be.

5. Can you tell us more about the SIR – Sustainability is Responsibility program you conceptualized with USTOA? What kind of impact has it had so far?

SIR (Sustainability is Responsibility) is an educational concept with a long-term vision of creating an annual platform of initiatives for USTOAto leverage the collective brainpower, insights, and network of the USTOA ecosystem to learn, discuss, and find viable business solutions to sustainability issues. The objective is to bring leaders to the table for interactive dialogue, educational content, and case study learnings, fostering future collaborations, innovative approaches, and cross-sector learnings that benefit everyone involved. Desired outcome is tangible solutions and innovative ideas that can lead to more sustainable operations and business models.

The impact so far has been amazing. The concept is now fully integrated into USTOA’s membership model, featuring its own set of actions (digital platform, educational webinars, workshop series, toolbox, etc.) and an active commitment from members. A new Sustainability Advisory Board has been in operation for almost three years, and we are now preparing to recruit for the 4th SIR Summit. These are some of the largest operators in North America, as well as associate members from all over the world. Seeing large operators with heavy and rigid operations being willing and able to adapt and change to new norms and structures to implement more sustainable models has been very inspiring. The work is far from done, but the interest and commitment have been overwhelming, and we know we are onto something valuable and much needed.

6. You spearheaded the global campaign for Disney’s Frozen, which brought huge attention (and visitors) to Norway. How do you think about managing demand responsibly when visibility grows so quickly?

Oh, that was fun! And crazy! We had no idea it would be so successful and lead to such significant growth for Norway. But yes. Instant growth needs to be handled carefully and managed properly. Awareness of limitations and clear focus on communication and storytelling need to be top of mind. Every story you tell, every product you communicate, needs to be balanced with where the need is and where the attention should be directed. Limiting awareness towards popular hot spots and overcrowded areas, favoring less discovered, equally qualified products. Successes such as this, or new rapid trends, can create a surge of attention and a significant boost in visitor numbers, all at once. It is the responsibility of a destination to lead the effort in helping to spread this growth. To assist and educate actors to both handle and plan for increased growth. To inspire and motivate joint efforts to build models that consider changes such as this and prepare all involved for creative action. Product development takes time, but with shared learnings of past actions and models for rapid change, more actors can benefit, and visitor satisfaction can be maintained.

7. You often talk about the importance of balancing business growth with climate action. How can destinations or tourism companies practically navigate that tension?

Climate action is global, but it needs to start locally. Intelligence and data on how tourism affects local communities and the strain it places on the environment can help guide how we maintain and build our destinations and products in the future. Through awareness, education, and dialogue among stakeholders, we can create a greater understanding of both how climate change impacts local destinations and how it affects changes in travel patterns.

Governments play a crucial role here and have powerful tools at their disposal—strategic incentives such as tax benefits, infrastructure, and funding. Access to capital and money can be a powerful incentive to think green and help foster innovation, leading to the development of smarter, more sustainable solutions. Regulations are effective if based on scientific data and supported by sufficient local and/or national backing. It sets the standard for the amount of strain on the environment that is tolerated and allowed. It guides us on how to operate in certain areas to protect or regenerate natural environments.

8. What role do creativity and storytelling play in your leadership style and in shaping the future of travel?

I believe it plays a significant role and is a journey that never truly ends. Creativity drives my energy, and storytelling is a canvas I personally need to add to and learn to fully embrace continuously. I like the saying that “perfection is the enemy of progress”. I give my team a lot of trust and responsibility, and I always encourage them to think creatively and to pilot and pivot. Change is good. Not for the sake of change itself, but because the world constantly changes and new needs arise. I am a firm believer in research and innovation, and we need creative minds —those who think and look at the world differently than ourselves— to help us solve future problems. The travel industry has undergone drastic changes over the last decade, with both positive and negative impacts, and is expected to continue evolving in the years to come. The industry needs to take more responsibility and change the narrative. Good, honest, and transparent storytelling can be a powerful tool in shaping how we can, and should, build a more just and sustainable travel industry of the future.

9. As the tourism industry evolves, how can organizations ensure they remain resilient and continue advocating for sustainability despite external pressures? And how can innovation and technology play a role in overcoming geopolitical challenges to promote regenerative tourism?

Resiliency in the geopolitically challenged world of today is tricky. There is so much pressure from all around, but staying true to your own values, building and strengthening your own internal culture and vision for your organization, is key in maintaining trust and continuing close relations with your customers and partners. Change is happening and must be addressed, but strong organizations with a solid foundation of strategic principles and trust from their employees can better overcome obstacles and move forward together.

We have ample data to demonstrate both the negative effects of climate change and the positive effects of DEI. Regenerative tourism can be promoted as a future-forward solution to our local and global problems. We need to share stories about the profitability of new business models. Of how companies, organizations, and destinations are succeeding by adapting to new ways of doing business, of creating value and attracting discerning customers. New technologies and innovative solutions that create added value for both local and global ecosystems are greatly needed if you want to compete and succeed in an increasingly technologically advanced world.

10. You’ve built programs that help companies scale, like Entrepreneurial Marketing NY. What’s one piece of advice you always give entrepreneurs navigating growth in a values-driven world?

Well, first and foremost, always hire the best people to run these programs. Passion for solutions and helping others is key to delivering added value. We always challenge our companies to consider how they are solving someone else’s problem. Do they understand what their customers need, and how they can fulfill those needs? How do their value propositions match the unique needs of their customers, taking into consideration national, cultural, economic, and other differences, when they scale and grow globally? When you understand who your ideal customer is and what values they hold, you can align your branding, messaging, and sales efforts to attract and build close relationships with them more effectively. You’ll end up speaking the same language.

11. As someone who lives by the quote, “If you think adventure is dangerous, try routine—it’s lethal,” how do you keep a sense of adventure alive in your work?

So, this is a quote shared by Paulo Coelho. I just love it because it challenges you to think about what lies ahead, what can be experienced and achieved, vs what happens if you always choose the safe option and stay within your comfort zone. I thrive on making things happen with initiative and creativity. I love working with people who come up with new ideas and see new solutions to problems, old and new. The world we live in is constantly changing, and even though we shouldn’t strive to fix what isn’t broken, it doesn’t mean that we can’t look for better ways of doing things. Better ways to collaborate and make life better and easier for more people.

12. Finally, looking ahead, what gives you the most hope for the future of global tourism?

People. Action. Industry colleagues coming together to discuss, learn, and drive real change. We often gather at various conferences and trade shows, but when we see real action take place and actors commit to shared action plans or actual steps of change, it gives me hope.

Hege V. Barnes reminds us that the future of tourism isn’t just about where we go, it’s about how we get there, who benefits, and what we leave behind. Her work champions a bold, collaborative, and deeply human approach to change, one rooted in creativity, responsibility, and action. As the industry grapples with the challenges of climate change, overtourism, and shifting traveler expectations, leaders like Hege are helping to chart a new path, one where growth is measured not just in numbers, but in impact. If the future of travel is regenerative, it will be because people like Hege dared to ask the more complex questions and inspired others to do the same.

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