For years, one question has driven most business travel decisions: can we afford it? But the way we work has changed, so is our answer.
Today, travel conversations are changing. Of course, costs remain important, but that's not the only thing they use to determine whether a trip should be done. Happiness, sustainability and strategic focus are just as important today, reshaping what business travel looks like.
“Companies are beginning to ask better questions,” says Mummy Mafojane, GM at FCM in South Africa. “It's not just about anything anymore. 'How much does it cost?” It also says, 'How much does this have an impact on our people?'
This new focus is not on traveling for travel, but on better travel. And if your organization hasn't updated that idea for a while, it may be time for now, says Maphojan.
Here's what the change actually looks like:
Move from “possible revenue” to “things that you actually need to face to face”
A while ago, the assumption was simple. If the table has the opportunity, someone should get on the plane.
However, virtual collaboration has emerged with a second nature that gives rise to more thoughtful thinking. In-person meetings are increasingly booked for moments that benefit from handshakes rather than default for every call.
“I'm watching the team pause and ask. Is this really something that requires presence?” Mafojane says. “If the conversation is complicated or culturally sensitive, it's important to be there. But status updates or early stage chats can often be done effectively online as well.”
That shift doesn't mean businesses are saying no to travel. That means they are choosing the moment more carefully.
Sustainability is no longer an option
Business Travel's environmental footprint has shifted from fine print to spotlight. Many companies are currently tracking their emissions and are actively working to reduce carbon production.
“We see organizations treat carbon a bit like a budget. That's a limited resource,” explains Maphojan. “So the question is: Is this trip worth the cost of not only financially but also climate-wise?”
It changes the way itinerary is built. Instead of flying around the world halfway through the world for an hour-long meeting, people bundle their trips and fly directly over multi-stops. Some companies work with Travel Management Companies (TMC) to understand the environmental impact of travel, helping travelers make informed choices before clicking “Confirm.”
Strategy beats the remaining budget
In the past, teams often used what was left in their travel budget near the end of the quarter, but they used it without thinking too hard about whether the trip was really worth it. That philosophy is on the way.
“Today, many of our clients see traveling through the lens of business priorities,” says Maphojan. “Traveling doesn't just require approval, it requires a purpose.”
That may mean linking all travel requests to commercial goals such as market growth and product deployment. Or “tagging” trips according to the company's strategic focus area. What if the trip isn't lined up with one of those pillars? You may not move forward.
Coordinating trips with large outcomes is more than just stewardship. It ensures that people spend their time (and money) in places where there is most likely to move their business forward.
As for relationships, quality is better than quantity
Travel has long been seen as the basis for relationship building, but that part has not changed. What has changed is how we think about the best ways to manifest.
Many teams focus more on the most important moments. This is when you first meet a client, when you need to navigate tough conversations, or when you need to quickly build trust.
“There's no alternative to it coming when it matters,” says Maphojan. “But that doesn't mean you need to be in front of someone every few weeks to maintain a good relationship.” Clients and partners are increasingly comfortable managing everyday conversations online. What they value is relevance and consideration, whether face to face or virtual.
Happiness is part of the business equation
One of the clearest takeaways of the past few years? Burnout is real. And constant travel is useless.
Some companies are beginning to rethink how sustainable it is when business travelers were hoping to bounce from city to city without downtime. And it's not just a good thing – it's about maintaining performance.
“Companies that do that right put people at the heart of their travel policy,” explains Maphojan. “That means you'll be checking in to allow more rest hours after a long flight, limit consecutive trips, or just make sure something is easier to manage.”
That's not to reduce productivity. It's about setting people to do the best job. Because when travel is properly managed, it stimulates people. When not, it drains them. This has ripple effects on morale, turnover and business outcomes.
A more intentional way
These changes do not imply the end of the trip. And it's far from there. But they mark the end of business as usual. The idea is to reshape policies and tools and influence how your team thinks about opportunities. It doesn't matter who traveled first, who was always on the road, who needed to be there, and why it would look like when they come back.
Maphojan concludes: “So instead of asking, 'Can you afford it?”, a better question is: Will this trip help you do things you can't do otherwise?
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