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, uncontrollable market forces – from staffing shortages and supplier stability to rising costs and fears of recession – have made it difficult to manage any travel program at any level.
Rising employee expectations have put greater demands on your organization, and because travelers are willing to decline a trip or quit altogether if travel doesn’t meet those expectations, your organization is putting greater demands on you. Your business needs increased visibility into what you’re doing, they want to know the value of your program – they want tangible ROI – and like everyone in your organization, they want an increased focus on safety. All, of course, while prioritizing 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 travelers back into booking online, dealing with decreased 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 program?
For 6 Tactics for Personal and Program Growth, download the eBook.
12022 SAP Concur Global Business Travel Managers Survey