Business Traveller Insights – Who Owns Mobility? Solving the Resourcing Puzzle in Business Travel

As global mobility becomes a strategic priority for many organisations, one fundamental question continues to cause friction: Who owns it?

Managing mobile workers, whether they’re frequent business travellers or remote employees crossing borders requires coordination across multiple departments.

Yet in many organisations, there’s no clear owner, no dedicated team, and no unified process.

The Accountability Gap

Mobility management often falls between the cracks. HR may handle employee requests, legal may manage immigration or compliance issues, and finance may be responsible for tax implications. But without a centralised function or clearly defined roles, the result is confusion, delays, and increased risk.

This lack of ownership leads to inconsistent decision-making, reactive problem-solving, and a poor experience for both employees and leadership. Requests for travel approvals or remote work arrangements can become bottlenecked, with no one quite sure who has the final sayor what the process should be.

According to ECA International’s 2025 Managing Mobility Survey, only 12% of mobility professionals say their organisation responds well to the challenge of measuring return on investment, and fewer than half feel supported when implementing new technology. This lack of strategic alignment and support contributes directly to the accountability gap and inconsistent execution.[1]

What this means

The statistics show there is a real accountability gap. Even when mobility strategies exist, many aren’t well understood or communicated. That means different departments may be operating under different assumptions. Low alignment with senior stakeholders / talent management means mobility often reacts rather than proactively shaping policy or strategy.

Most organisations lack a single, clearly defined owner of mobility-related responsibilities. For example, tax may deal with compliance, HR may handle employee requests, operations may manage travel, but no single coalition or function governs the end-to-end processes.

In addition, data fragmentation is widespread – data in travel systems, payroll, HR, legal, and security is siloed, making it hard to see past behaviour or anticipate compliance risks.

Mercer’s 2024 Talent Mobility Trends report found that while 87% of mobility professionals see mobility as important for talent development and 76% for retention, only 4% say it is fully aligned with talent management. This disconnect underscores the need for strategic ownership.[2]

The Case for a Dedicated Mobility Function

As mobility becomes more complex, the need for a dedicated team or function becomes clear.

Organisations must move beyond ad hoc coordination and establish a structured approach to managing mobile workforces. This includes:

• Defining roles and responsibilities across departments.
• Creating a centralised approval process.
• Ensuring consistent application of policies and risk assessments.

Yet, despite the growing complexity, many organisations still operate without a formal structure. Aon’s 2025 International People Mobility Report, based on insights from over 360 HR leaders across 49 countries, highlights the wide variation in how companies’ resource global mobility—often relying on informal or ad hoc setups.[3]

Without this structure, organisations risk non-compliance, reputational damage, and missed opportunities to support talent mobility.

From Complexity to Clarity

Solving the resourcing puzzle isn’t just about assigning ownership, it’s about building a system that works. With the right structure, tools, and support, organisations can turn mobility from a challenge into a competitive advantage.

By clarifying who owns mobility, businesses can better manage risk, support their people, and unlock the full potential of a global workforce.

Whether you’re just starting to formalise your mobility strategy or looking to optimise an existing framework, our approach is designed to flex with your needs.

Blick Rothenberg’s Hybrid Resource Model

At Blick Rothenberg, we recognise that every organisation is different.

That’s why our Business Traveller platform combines internal company resources with our expert support, all underpinned by smart technology.

Our hybrid model enables businesses to:

• Streamline the request and approval process.
• Ensure accountability across departments.
• Leverage technology to track, manage, and report on mobility activity.
• Reduce delays and improve compliance outcomes.

What’s Next?

We’re inviting businesses to take the next step with us. Through tailored workshops and strategic planning sessions, we’ll help you assess your current mobility landscape, identify gaps, and implement a technology-driven solution that works for your organisation.

Blick Rothenberg’s message is clear: mobility doesn’t have to be fragmented, reactive, or risky. With us, it can be unified, strategic, and future-ready.

Would you like to know more?

If you have any questions about the above, please get it touch with your usual Blick Rothenberg contact or Jay Bailey using the form below.

Article links:

[1] Global mobility trends 2025: Why international assignments drive business growth – ECA International

[2] 2024 Talent mobility trends | Mercer

[3] International People Mobility Report 2025