Direction November/December 2017 - 38

NOVEMBER | DECEMBER 2017

OUR BUSINESSES ARE DRIVEN BY THE
NEED TO KEEP PEOPLE CONNECTED TO
THEIR WORK, MOVING SKILLED EMPLOYEES
AND THEIR FAMILIES TO PLACES WHERE
THEY WILL HAVE THE MOST IMPACT FOR
THEIR COMPANIES.

Direction

38

there is a growing demand for mobile
delivery of relocation-related information, and the younger the transferee,
the smaller the shipment!

make quick, responsible choices about
what is best for the organization,
and we are just as quick to adjust
when necessary.

GEOPOLITICS AND GLOBAL MOBILITY
As business strategists, we must
consider the influence that geopolitical uncertainty brings. Increased
nationalism, immigration regulations
and border controls have a bearing
on corporate growth and expansion strategy, workforce planning,
employee mobility, energy and
transportation issues, and other
sectors. And while the headlines
tell a story of reduced immigration
and movement in some regions,
history demonstrates that a mobile
workforce supports global expansion,
so even if contractions occur, talent
mobility will always be essential to
corporate growth.

AUTOMATION, ANALYTICS, AR AND AI
We have a range of information and
technology that is accelerating so fast
that we are scrambling to keep up with
it, and we are challenged to harness
it for business needs. Studying and
testing the possibilities of technology
and its application to our industries,
and learning how best to marry it
with human talent, requires the
consideration of a range of possibilities
and probabilities. Your industry has
been especially innovative in this area,
using technology for such elements as
assessing shipment weights, providing
virtual estimates, and tracking vehicles
and crew performance.
And let's not forget a recent
headline: The convergence of a
shrinking population of drivers and
evolving technology has prompted
the moving industry to be one of
the early adopters of self-driving
vehicles. That's the challenge here:
As automation, analytics, augmented
reality (AR) and artificial intelligence (AI) become increasingly
sophisticated, our companies must
find the sweet spot where technology
and human interaction do their best
work in tandem.
Technology and innovation are
changing the nature of competition
and advantage in most business
markets. That means that the skills

AGILITY IS CRITICAL
We've learned from the IT sector that
long planning processes don't work
as well as they used to, because we
cannot assume that the future will
hold the same characteristics that we
see today. We must lead and manage
within our organizations with an agile
approach, relying on more teamwork
and more autonomy for employees
so they can respond more quickly to
unpredictability. This approach makes
it possible for us to take in all of the
factors that impact our industries, and
move rapidly in the direction that is
our best option. We are learning to

we need today are not likely to
be the ones that will carry us into
the future, and some of the skills
change will hinge on a mix of
upskilled and retrained workers
functioning alongside automation.
It's also essential to improve unique
human skills that AI and robotics
are incapable of duplicating, such as
complex communications, creativity
and leadership competencies.
THE CONNECTION ECONOMY
We are moving from an industrial
economy-where the ability to
make and do more, better, faster, is
valued-to a connection economy,
which rewards the value created by
building relationships and fostering
connections. The truly distinctive
aspect of the connection economy
is that, rather than being based on
assets and physical products, it is
idea-based and connection-reliant. It
builds on who you know, what you
know and how that knowledge serves,
enhances and influences your circle
of influence. We're seeing the impact
of the connection economy with the
need for more brand transparency and
trust-building with our audiences,
the impact of social media on business
and more open information-sharing,
both in B2C and B2B.
We have our work cut out for us,
with transitions occurring in the
blend of people who are moving,
uncertainty on the global front,
increasingly agile organizations,
the steady march of tech and digital
advances, and a sweeping evolution
from an industrial to a connection
economy that we must navigate.
Fortunately for those of us in the
moving and mobility industries, we
have a long relationship with managing change. We've got this. n
Peggy Smith, SCRP, SGMS-T, is president and CEO of Worldwide ERC ®, an
organization that delivers content, community and engagement to talent management
and mobility professionals. Find out more at
WorldwideERC.org.


http://www.WorldwideERC.org

Table of Contents for the Digital Edition of Direction November/December 2017

FROM THE PRESIDENT
INDUSTRY NEWS
WHAT’S NEW AT AMSA
AMSA PARTNER PROFILES
Piloting Profits
Challenged by Change? We’ve Got This!
WASHINGTON WATCH
ADVERTISERS’ INDEX
FAST FACTS
Direction November/December 2017 - Cover1
Direction November/December 2017 - Cover2
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Direction November/December 2017 - FROM THE PRESIDENT
Direction November/December 2017 - 9
Direction November/December 2017 - INDUSTRY NEWS
Direction November/December 2017 - 11
Direction November/December 2017 - 12
Direction November/December 2017 - 13
Direction November/December 2017 - AMSA PARTNER PROFILES
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Direction November/December 2017 - Piloting Profits
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Direction November/December 2017 - Challenged by Change? We’ve Got This!
Direction November/December 2017 - 37
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Direction November/December 2017 - 39
Direction November/December 2017 - WASHINGTON WATCH
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Direction November/December 2017 - ADVERTISERS’ INDEX
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Direction November/December 2017 - FAST FACTS
Direction November/December 2017 - Cover3
Direction November/December 2017 - Cover4
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