The readiness standards for a travel program to implement a new travel
management company have changed. What was once considered "go state"
is simply not enough today to avoid pitfalls. It's time for corporate travel
programs to revisit implementation readiness.
Working closely with buyers over the years, I've seen travel management
companies come to the implementation table with good intentions and excellent
plans. But it's hard for a supplier to wear the buyer hat all the time. Every
corporate travel program is unique, and when it comes to implementation, there
are intricacies and issues only the travel manager can identify.
There's a growing need for buyers to be more involved and in lockstep
with the TMC implementation plan. Readiness standards have changed because the
travel landscape has changed, greatly impacted by technology complexity,
resource constraints and more suppliers in play, each with integration
requirements.
How do travel managers today get ready to execute, and how do they minimize
the surprises that may await? Here are three implementation pitfalls travel
managers should discuss with their TMCs and other suppliers when building an
implementation plan.
In-Country Curveballs
Even in fully managed and standardized programs, it's likely various
countries have tinkered with and tailored global policy. Some local solutions
may be working, but others may have strayed from the best-practices beaten path.
The global travel team commonly will discover a new and cumbersome local
approval process, often attached to a senior leader who does not want to see it
disrupted. Occasionally, an entire program will be pulled into an onsite configuration, only for the implementation team to discover it's not located in the TMC office at all.
To avoid these curveballs and customization killers, an implementation
plan should factor in timing and resources for a thorough review of all
countries so travel managers can see what is actually in place on the ground. Travel
teams will want to take time here because findings are not always as simple and
seamless to correct as a TMC might expect. The results will help ensure that the
scope of services and amount of change required are fully understood by all
parties involved, including stakeholders and suppliers.
Nobody's Home
Resources can be tight for a variety of reasons. In many corporations, IT
resources are particularly scarce, especially for internal projects, and travel
managers can find themselves on waiting lists. With client-related work taking priority,
IT project hours sometimes are fully allocated months in advance. And once a project begins, the travel
team still will be pounding on internal doors if the scope of work and hours
haven't been configured correctly. Meeting the task due dates for these types
of items is critical. Delays can put the entire project at risk.
Commonly underestimated is the number of hours needed for data
extractions from HR and other enterprise systems and formatting it to TMC specifications.
Security issues also can take longer than anticipated. And if privacy and risk
teams get involved too late, get ready for a slowdown.
When building out an implementation plan, travel managers should consult project
leaders on the amount of time required by travel, as well as other internal
resources like IT, HR and finance. Internal travel teams can take time to research
and assess internal culture, processes and the politics of resource allocation,
something an outside supplier isn't able to navigate.
Armed with this information, the project leaders can create accurate
resource allocations and project plans. Knowing the lay of the land upfront
will also minimize the need for the TMC or tech providers to customize on the
fly, especially as spontaneous customizations increase the opportunity for
service failures.
Senior-Level Stop Down
Obviously, nothing can put the brakes on a project like a directive from
on high. Even if a project gains endorsement ahead of time, things can change,
so it's essential to keep those who have given the green light engaged along the
way.
Business travel is a key part of doing business. It touches a lot of
people, it's emotional, it impacts lifestyles, as well as budgets and the
business bottom line. Relationship building on the part of the travel team at
the time of implementation planning bears positive results not only for the
project, but also for the people on the team. It's a wise move to build time into
the implementation plan for key stakeholder updates, ongoing endorsements and
even some asks of senior leaders.
Travel managers have one chance to get it right.
Implementations are too high profile and there's too much investment at stake
for things to go awry and get too painful or, worse, to fail completely.