Mike ’s three takeaways for business leaders: • Remain open minded and ready to learn – it does not just start and end in school, it carries on from that point forward, right the way through our working careers.
• Be curious and willing to embrace lifelong learning, which includes understanding AI, how it impacts education, work and ethics, and the world as a whole.
• Understand that a relocation may only be successful if the whole family is happy, and schools can provide education as well as community for children and their parents.
UNDERSTANDING THE IMPACT THAT GLOBAL MOBILITY CAN MAKE Josh Winfield, Senior Manager, Global Mobility Consulting at KPMG, explained that global mobility is changing fast, and it is no longer just about logistics, compliance and tax. It is becoming a core part of how organisations think about talent, leadership, and global growth. That means thinking about mobility as something far more expansive than it once was, and embracing new tools and ways of working, especially around artificial intelligence. He said that traditionally, mobility teams sat within
“ If we’re not giving our children exposure to this technology now, they won’t be ready for the future we’re heading into.”
MIKE LAMBERT, GLOBAL EDUCATION DIRECTOR, INSPIRED EDUCATION
This also includes fostering what Mike calls
entrepreneurial mindedness. This is not necessarily about starting a business, but about having the mindset to be agile, innovative thinkers within organisations. In a world where job roles and industries are shifting rapidly, these traits will become increasingly vital, he said.
EDUCATION AT THE HEART OF GLOBAL MOBILITY Beyond the classroom, he said education can play a key role in facilitating the success of global mobility assignments. For internationally mobile families, education plays a key role in the success or failure of a relocation. Schools that cater to globally mobile communities must understand the emotional and academic challenges children face when transitioning between systems and cultures, he said.
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tax or legal departments, focused on the logistics of moving people from one country to another. But that model is outdated. Increasingly, mobility is a people and talent issue – about how organisations find, grow and retain their best people across borders. That shift also reflects growing expectations from clients and assignees. They want the move to work not just on paper, but in reality for the employees and for their family. Mobility teams have a key role to play in the talent
pipeline, to make sure that they are voicing their role around talent management to those who are looking at succession planning, at recruitment, and those who are looking at developing those future leaders. KPMG, like many firms, is investing heavily in AI.
Yet while technology plays a key role, Josh Winfield is clear that mobility still comes down to people, and one of the biggest reasons assignments fail is because the family is not happy. That means policy needs to go beyond just the
employee. Support for spouses, partners, and children is critical because if they don’t settle, the whole move can unravel. “In many cases, these family members haven’t chosen
the move themselves and so helping them find purpose, connection, and support is essential,” he said. Another important shift is that organisations are
moving fewer people on long-term assignments. Instead, they’re favouring short-term moves, secondments, or business travel models where the family stays behind. “We are seeing a reduction in long term assignments
and permanent moves on a global basis,” he said. “That is driven by cost pressures and the rise of AI. You now need to create a stronger business case to move someone and their families to a new location. Organisations are choosing instead to move people on a shorter term basis or combining it with a business trip, where actually the families stay at home. For many employees, that is more attractive as a proposition, rather than uprooting
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