navigating-global-mobility

14 Feb Navigating Uncertainty: A Global Mobility Guide for 2025

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Drawing from a compelling discussion at the World Economic Forum in Davos, where PwC‘s Sarah von Fischer spoke with Carol Stubbings, Global Chief Commercial Officer, and Paul Griggs, US Senior Partner, about the company’s 28th Annual Global CEO Survey, new insights have emerged about navigating our uncertain world. This feature piece explores the key takeaways for global mobility professionals seeking to support their international assignees and employees through unprecedented change.

Despite ongoing global challenges, the survey and subsequent discussion revealed surprising optimism among business leaders, offering valuable guidance for mobility teams worldwide.

While 60% of CEOs expect global growth to increase over the next 12 months – triple the number from three years ago — this optimism varies significantly by region. As Stubbings points out, “If you look at Germany, we’ve seen very low optimism. If you look at India, it’s nearly 90%.” This regional variation presents both challenges and opportunities for mobility programs.

For mobility professionals, this means:

  • Tailoring assignment packages to regional economic conditions
  • Preparing assignees for varying business environments
  • Creating flexible support systems that can adapt to local market realities

Technology and the human element

Perhaps the most significant shift facing global mobility is the integration of AI technologies. While 49% of CEOs believe AI will increase profitability in the coming year, success depends heavily on human adoption and understanding.

Griggs emphasizes that technology only maximizes its power when people know how to use it. For mobility teams, this translates into:

  • Developing AI-enhanced relocation support tools that remain user-friendly
  • Training assignees and their families on digital resources available in host locations
  • Ensuring technology solutions are trusted and understood by users

The survey reveals an unexpected trend: more companies are adding jobs than reducing headcount due to AI implementation. However, as Stubbings notes, “The challenge here is that the skills you need for the new jobs are quite different to the skills of the old job.”

For global mobility, this means:

  • Identifying new skills needed in different markets
  • Supporting assignees in upskilling initiatives
  • Creating development programs that prepare employees for future roles

Climate considerations

One in three CEOs reports increased revenue from climate-friendly investments. This trend affects mobility programs in several ways:

  • Growing demand for sustainable relocation practices
  • Need for climate-conscious housing and transportation options
  • Increased focus on environmental impact of international assignments

Almost 40% of companies are now competing in new sectors, highlighting the need for adaptability. For mobility professionals, this requires:

  • Preparing assignees for rapid business model changes
  • Developing flexible assignment structures that can evolve with business needs
  • Creating support systems for employees moving into new roles or sectors

Building resilience in uncertain times

To help assignees and employees thrive in this environment, mobility teams should focus on:

Clear communication

  • Regular updates on business conditions in host locations
  • Transparent discussion of challenges and opportunities
  • Open channels for feedback and concerns

Flexible support systems

  • Adaptable assignment packages that can respond to changing conditions
  • Multiple support options for different needs and preferences
  • Quick response protocols for unexpected changes

Future-focused development

  • Skills assessment and development programs
  • Cross-cultural training that includes digital literacy
  • Career planning that accounts for business evolution

Looking ahead

As Stubbings emphasizes, “2024 was the year of investment in AI specifically. Everybody had to do it. It was non-negotiable. So, this is the year where it starts to pay off.” For mobility professionals, this means incorporating new technologies while maintaining the human touch that makes international assignments successful.

The key to thriving in uncertainty lies in building programs that can adapt quickly while providing stable support for assignees and their families. As Griggs notes, “You’re never one and done.” Successful mobility programs will continuously evolve, bringing together technology, sustainability, and human-centered support to help employees navigate an uncertain world.

By focusing on these elements, mobility professionals can help their organizations and assignees not just cope with uncertainty, but use it as an opportunity for growth and development. The optimism shown by global CEOs suggests that with the right approach, international assignments can continue to create value for both organizations and employees in the years ahead.

To start implementing these changes, mobility teams should conduct regular program audits, gather assignee feedback, and stay connected with business leaders about emerging needs. Creating a digital dashboard that tracks both traditional mobility metrics and new indicators like sustainability impact or AI adoption rates can help teams stay ahead of changes while ensuring no assignee gets left behind in the transformation.

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