Business travel in 2025 had its challenges – and a level of complexity that’s following us into the new year.
For Mummy Mafojane, GM of FCM South Africa, it’s why business travellers are now craving simplicity above all else.
“After years of uncertainty, geopolitical tension, visa delays and more, travel has moved beyond securing the most competitive rate,” says Mafojane. “Yes, price is important, but so is ease, comfort and peace of mind. This year is all about real value and, more specifically, determining what ‘success’ looks like in your travel programme.”
Rethinking value in corporate travel
FCM’s recent white paper, Should Price Still Be Your Guide in 2026?, makes a compelling case for rethinking how companies measure travel programme success. It starts with solving operational pain points like booking friction, data gaps, and policy compliance, then measuring what actually matters: traveller experience, safety and security, wellness and wellbeing, sustainability, faster reporting, solid supplier relationships, and fewer policy violations. As Mafojane explains, companies optimising solely on price will build programmes that look efficient on paper but fail in practice.
“Business travel is on the up,” says Mafojane. “Flight Centre Corporate’s 2025 State of the Market survey shows that 46% of our EMEA customers plan to increase their travel spend in our current financial year. Interestingly, conferences and events now account for 63% of business travel, with meetings coming in second at 53%. Companies are sending people to more events, investing in team culture, client relationships, talent retention and strategic growth – which means more people are on the move, and the stakes are higher than ever before.” But what do travellers value?
Put simply: convenient flight times and check-ins, easy bookings and expense management, and better work-life balance. Plus 24/7 support when needed.
Human expertise
At a time when AI promises to streamline everything, the travel industry is rediscovering the value of human expertise. And not only when things go wrong – but for planning and execution too.
It was a hot topic at ITB Berlin 2025, where speakers explained that while algorithms excel at aggregating data, they often lack a sense for the exceptional. In the words of Christine Brisch of MairDumont, a European travel media company, the answers AI delivers are only ever as good as the prompt you give it. “Inspiration and surprise? Missing in action.”
The same principle applies to corporate travel. AI can flag potential disruptions, suggest alternate routes, surface cost patterns and even identify savings opportunities. But navigating visa stickiness for a critical trip? Securing lastminute accommodation during a major event? Understanding which “premium” hotel features actually matter in Riyadh versus Reykjavik? That requires context, relationships, and judgment that algorithms can’t replicate.
Personal choice
AI has put an extraordinary spectrum of choice – flights, accommodation, add-ons – at our fingertips. So much so, it’s overwhelming.
Mafojane believes what matters now is curated choice: a booking platform that simplifies the process by presenting a small number of options that are trusted, vetted and on-policy. Even better if travellers can personalise their experience within those guardrails.
“Travellers increasingly expect choice,” says Mafojane. “They want to choose flights that fit in with their family schedules. They want a consistent travel experience, so they lean towards hotel chains they know and trust. And they want to add in ‘bleisure’ time to get out and explore. There is nothing more ‘luxurious’ than a business trip that works for you too.”
This is reflected in Amadeus’ 2026 Travel Trends, where the ‘Pick ‘n’ Stay’ trend sees travellers selecting and customising every detail of their stay – from room features (like soundproofing, block-out blinds, workspace setup) to amenities – rather than choosing generic room types, allowing for tailored experiences and higher guest satisfaction.
Simplicity, wellness and wellbeing
Ultimately, after a hectic year, what travellers really want is simplicity. Platforms that work effortlessly. Trips that unfold without friction. Personal choice, yes, but within agreed parameters that make decision-making easier, not harder. And time to rest and recoup.
So how do travel managers actually deliver what corporate travellers need in 2026?
For Mafojane it’s down to policy, systems and suppliers.
“If you haven’t looked at your travel policy in years, now’s the time,” says Mafojane. “Frequent fliers need different support than occasional travellers. Long-haul trips have different considerations to domestic hops. Tailored rules improve both compliance and satisfaction.”
Next up? Visibility. “You can’t manage what you can’t see,” says Mafojane. “Invest in platforms that allow for realtime reporting, dashboards that surface spending patterns before they become budget problems, and risk management software solutions that bolster your duty of care.”
Then, use 2026 to leverage supplier relationships, says Mafojane.
“Work with a travel management company that values strong relationships and leverages data to negotiate rates based on your actual travel patterns. This includes securing perks and waivers for your most frequent travellers. It makes a massive difference, especially when you work with travel partners and providers who can communicate clearly and act decisively in a crisis.”
Finally, invest in expertise. Whether it’s navigating visa complexities, managing event-driven demand spikes, or ensuring duty of care during disruption, industry know-how remains irreplaceable.
“Any travel manager can say ‘stop spending’, but the best in the business know how to make every rand – or loyalty point – work harder,” says Mafojane. “When company travel budgets get squeezed, the game isn’t just about less spend, but smarter spend. That means scrutinising the details that most ignore (right down to Wi-Fi receipts and seat upgrades) while ensuring your travellers are happy, productive and on their game.”
Business travel in 2026 demands more from travel managers. But for those willing to rethink value – and treat business travel as an investment rather than an expense – the payoff is significant: programmes that work for both the business and its travellers.