Next Horizon: The Economic Signals Reshaping Executive Mobility
Wealth transfer and generational change
The Financial Times reports that nearly 85 trillion dollars of wealth will transfer between generations by 2045. Successors are often seeking digital-first interaction combined with highly personal guidance. What will this mean for executive relocation? Will leaders expect the same combination of immediacy and discretion when managing one of the most personal transitions in their professional lives?
Service models adapting at the top end
Goldman Sachs has introduced a Personal Chief Financial Officer service, designed to manage the full spectrum of financial and lifestyle needs for ultra-high-net-worth clients. If this is the level of support leaders are becoming accustomed to, should mobility be ready to match it with equally holistic, bespoke care?
Wealth transfer and generational change
The Financial Times reports that nearly 85 trillion dollars of wealth will transfer between generations by 2045. Successors are often seeking digital-first interaction combined with highly personal guidance. What will this mean for executive relocation? Will leaders expect the same combination of immediacy and discretion when managing one of the most personal transitions in their professional lives?
Service models adapting at the top end
Goldman Sachs has introduced a Personal Chief Financial Officer service, designed to manage the full spectrum of financial and lifestyle needs for ultra-high-net-worth clients. If this is the level of support leaders are becoming accustomed to, should mobility be ready to match it with equally holistic, bespoke care?
The reasons for FastTrack
Rob McFarland, Group CCO, discusses how FastTrack by K2 streamlines mobility transition, faster, offering companies a more efficient way to manage their program. He explains that the service was developed to address the growing need for agility in business operations, enabling organisations to quickly adapt to changing market demands.
Legacy and continuity
Rockefeller Capital Management demonstrates how heritage institutions are adapting without losing continuity. For mobility, this raises an important question: how do you innovate to meet new demands without compromising the discretion and trust that executives expect as standard?
Questions to consider
- How are your most senior leaders already signalling a change in expectations?
- Are your programmes aligned with the level of service executives experience elsewhere in their professional lives?
- How can you balance innovation with the continuity and assurance that underpin trust?
Beyond this tale
Economic forces are reshaping the context in which executives live and lead. Mobility cannot stand apart. Recognising these signals today allows us to begin shaping relocation programmes that reflect what tomorrow’s leaders will expect.
Download our guide: Next Horizon: Shaping Global Mobility for a Changing Workforce
