Guiding Travel Through Uncharted Territory

man on public transport with mobile phone

It’s no surprise that travel has been up in the air for a few years now, and the air has been pretty rough. Volatile market forces – from staffing shortages and supplier instability to rising costs and fears of recession – have made it difficult to manage any travel programme at any level.

At the same time, rising employee expectations put greater demands on your organisation, and because corporate travellers are willing to decline a trip or quit altogether if travel doesn’t meet those expectations, your company is putting greater demands on you. Your business needs increased visibility into what you’re doing, they want to know the value of your programme by way of tangible ROI and like everyone in your organisation, they want an increased focus on safety. All, of course, while prioritising on sustainable practices and DEI efforts.

  • 55% of travel managers say their job is already as or more stressful than last year.1
  • 49% say the stress is also caused by scrutiny from above.1

Add to this the growing operational hurdles you’re facing: Getting travellers back into booking online, dealing with shrinking budgets, trying to keep tired tech in working order, and managing a work-from-anywhere environment.

The bottom line is this: Corporate travel has changed, and to take on a leadership role, you need to change too. So what does it take to grow your leadership role within the company while growing your travel programme?

For 6 tactics for personal and programme growth, download our eBook.

2022 SAP Concur Global Business Travel Managers Survey