Looking at the Global Mobility trends depends on the lens from which you are able to view the market changes, so in Africa, would be different to a business looking at the trends from Ukraine or United Kingdom. But possibly, if we look at the global mobility trends as an industry, there are changes which impact us all.
I am from Cape Town, South Africa – for those of you who have not visited, you should come. It’s now voted as the most beautiful city in the World. I am not sure how these ratings change but to become a beautiful city does not happen overnight. Cape Town has been around since 1642 – it is now simply getting the exposure and recognition it deserves as more people are visiting and talking about it, and when they see it – well – it is the most beautiful city in the world.
Africa is a bit like this – an undiscovered diamond. As Eric Ponchaut said last year on the state of the industry at EuRA, “… It’s Africa’s time to rise and be seen” – Africa has the youngest potential talent for the future and an abundance of natural resources. However, when it comes to mobility, we are not a volume-based location compared to other destinations like the US or Europe. But there are many companies discovering the continent and while some feel risks are high – they will also state, the reward is higher.
Our industry is large, and the USA, China, Europe, Australia, and the Middle East are all much bigger than Africa in volumes, but I agree with Eric – Africa’s time is now.
We live in a fast-paced and continually evolving world of work. How many times in a week do you have to update your apps on your phone? Yes, change is consistent and guaranteed, but as Dr. Nadya Zhexembayeva – a globally respected sustainability author, educator and business owner known as ‘the reinvention guru’, says, “change is not a once-off project anymore.”
It used to be when times could be described as “business as usual” and when a business strategy for 10 years rarely altered course, and when a CEO was in the seat for 10+ years. Our lens has changed, and today we live in a world that is volatile, uncertain, complex, and ambiguous.
One of the things we know for sure is that the world thrives on capitalism, but for tomorrow’s capitalism to work, business models must become exponentially more social, lean, integrated, and circular if they want to survive in the capitalist system. We know we live in a state of constant crisis, we need to work and live differently as VUCA (volatility, uncertainty, complexity and ambiguity) isn’t going away. Change promises to speed up, not slow down.
To thrive in a world where change is the only constant, leaders need to replace older thinking with new frameworks. So how are we as leaders in the Global Mobility sector looking at our current precarious state of play? More joint ventures and acquisitions, bankruptcy and mergers, liquidations too – do we understand why? Are the shrinking income streams for relocation management companies considered in the new landscape? Has sustainability changed behaviour – such as reduced household goods shipments? Do we allow these changes to scare us and all run for cover? Do we embrace the volatility and become more adaptive and flexible? Do we shy away from the complex or manage to find simplicity and take small bites to manage the complexities, and do we continue to run business on ambiguity or do we seek clarity? These changing times in the Global Mobility sector requires exponential change which requires dynamic leaders.
I recently read a book Green Swan by John Elkington, and he mentions these characteristics of exponential leaders. Firstly, dynamic leaders need the skills of the futurist in “imagining new possibilities boldly and optimistically and understanding they are quite likely to arise sooner than expected.” They need to “get comfortable asking open-ended questions about unspoken assumptions to see new possibilities. They need to be curious about the future and blend imagination practices into strategic foresight, future back-casting, science fiction design, and scenario planning into traditional business planning.”
Secondly, an exponential leader must be innovative— “discovering new ideas through creative ideation and rigorous experimentation. These days, great product ideas can come from a single tweet or a surprising customer interaction and be tested with a working prototype in less than 24 hours. Yet many businesses still focus primarily on getting existing products to market faster while reducing cost and increasing margins.” Rigorous innovators, we are told, iterate over and over to uncover opportunities obscured by the fog of uncertainty.
Thirdly, as innovation accelerates, leaders must understand which technologies will most directly impact their industry and which will disrupt adjacent industries. This means that all of us, to a degree, must become technologists. The latest technology can digitize, manipulate, and replace physical products and services, challenging the status of many existing companies. The best way to understand technological change is not to read about it, we are told, but to experience it firsthand by learning to code, building and manipulating a simple robot, trying new products and services that go beyond what’s familiar and comfortable, and seeking the resources of innovation and experimentation.
In parallel, and crucially, dynamic leaders must grapple with the ethical, moral, and social implications of the technologies they are evolving while importantly aligning them with the usual capitalistic parameters. This brings us to the fourth skill set: that of the humanitarian. Here we are advised, dynamic leaders use the skills and behaviours of futurists, innovators, and technologists to improve the lives of the people they touch and society as a whole. They aim to do well by doing good – not as a separate set of corporate social responsibility activities, but as part of an integrated company mission.
We need to design businesses that don’t become “stranded assets” (no longer relevant in the future), but rather “cockroach stocks”, those businesses which outlast any crisis.
I find the work of people like Dr. Nadya Zhexembayeva so inspiring – particularly her recommendation that in order to avoid what she calls the “Titanic syndrome,” (believing you’re unsinkable) we should all now become “chief reinvention officers.” It is tempting and very human to overuse terms like sustainability, disruption, transformation, reinvention, and regeneration without actually sustaining, disrupting, transforming, reinventing, or regenerating anything. But we must now ensure that tomorrow’s capitalism, markets, and businesses – and the relevant politics, governments, and public policy frameworks – genuinely serve the interests of all life. This means embracing exponential migrations drawn into the future by a positive vision, not just rudely shoved along by global warming.
At Relocation Africa, we believe in helping our clients “Embrace the Unknown.” Preparing for a future of constant change and multiple crises requires more than just adaptation – it demands resilience, innovation, and a forward-thinking mindset. With over 32 years of experience, we don’t rest on past successes; instead, we continuously seek new opportunities alongside our talented team, diverse clients, flexible supply partners, and valued stakeholders.
Let’s rethink talent, borders, and growth – not tomorrow, not next year, but today.
Understanding the State of Global Mobility: An African Perspective
Looking at the Global Mobility trends depends on the lens from which you are able to view the market changes, so in Africa, would be different to a business looking at the trends from Ukraine or United Kingdom. But possibly, if we look at the global mobility trends as an industry, there are changes which impact us all.
I am from Cape Town, South Africa – for those of you who have not visited, you should come. It’s now voted as the most beautiful city in the World. I am not sure how these ratings change but to become a beautiful city does not happen overnight. Cape Town has been around since 1642 – it is now simply getting the exposure and recognition it deserves as more people are visiting and talking about it, and when they see it – well – it is the most beautiful city in the world.
Africa is a bit like this – an undiscovered diamond. As Eric Ponchaut said last year on the state of the industry at EuRA, “… It’s Africa’s time to rise and be seen” – Africa has the youngest potential talent for the future and an abundance of natural resources. However, when it comes to mobility, we are not a volume-based location compared to other destinations like the US or Europe. But there are many companies discovering the continent and while some feel risks are high – they will also state, the reward is higher.
Our industry is large, and the USA, China, Europe, Australia, and the Middle East are all much bigger than Africa in volumes, but I agree with Eric – Africa’s time is now.
We live in a fast-paced and continually evolving world of work. How many times in a week do you have to update your apps on your phone? Yes, change is consistent and guaranteed, but as Dr. Nadya Zhexembayeva – a globally respected sustainability author, educator and business owner known as ‘the reinvention guru’, says, “change is not a once-off project anymore.”
It used to be when times could be described as “business as usual” and when a business strategy for 10 years rarely altered course, and when a CEO was in the seat for 10+ years. Our lens has changed, and today we live in a world that is volatile, uncertain, complex, and ambiguous.
One of the things we know for sure is that the world thrives on capitalism, but for tomorrow’s capitalism to work, business models must become exponentially more social, lean, integrated, and circular if they want to survive in the capitalist system. We know we live in a state of constant crisis, we need to work and live differently as VUCA (volatility, uncertainty, complexity and ambiguity) isn’t going away. Change promises to speed up, not slow down.
To thrive in a world where change is the only constant, leaders need to replace older thinking with new frameworks. So how are we as leaders in the Global Mobility sector looking at our current precarious state of play? More joint ventures and acquisitions, bankruptcy and mergers, liquidations too – do we understand why? Are the shrinking income streams for relocation management companies considered in the new landscape? Has sustainability changed behaviour – such as reduced household goods shipments? Do we allow these changes to scare us and all run for cover? Do we embrace the volatility and become more adaptive and flexible? Do we shy away from the complex or manage to find simplicity and take small bites to manage the complexities, and do we continue to run business on ambiguity or do we seek clarity? These changing times in the Global Mobility sector requires exponential change which requires dynamic leaders.
I recently read a book Green Swan by John Elkington, and he mentions these characteristics of exponential leaders. Firstly, dynamic leaders need the skills of the futurist in “imagining new possibilities boldly and optimistically and understanding they are quite likely to arise sooner than expected.” They need to “get comfortable asking open-ended questions about unspoken assumptions to see new possibilities. They need to be curious about the future and blend imagination practices into strategic foresight, future back-casting, science fiction design, and scenario planning into traditional business planning.”
Secondly, an exponential leader must be innovative— “discovering new ideas through creative ideation and rigorous experimentation. These days, great product ideas can come from a single tweet or a surprising customer interaction and be tested with a working prototype in less than 24 hours. Yet many businesses still focus primarily on getting existing products to market faster while reducing cost and increasing margins.” Rigorous innovators, we are told, iterate over and over to uncover opportunities obscured by the fog of uncertainty.
Thirdly, as innovation accelerates, leaders must understand which technologies will most directly impact their industry and which will disrupt adjacent industries. This means that all of us, to a degree, must become technologists. The latest technology can digitize, manipulate, and replace physical products and services, challenging the status of many existing companies. The best way to understand technological change is not to read about it, we are told, but to experience it firsthand by learning to code, building and manipulating a simple robot, trying new products and services that go beyond what’s familiar and comfortable, and seeking the resources of innovation and experimentation.
In parallel, and crucially, dynamic leaders must grapple with the ethical, moral, and social implications of the technologies they are evolving while importantly aligning them with the usual capitalistic parameters. This brings us to the fourth skill set: that of the humanitarian. Here we are advised, dynamic leaders use the skills and behaviours of futurists, innovators, and technologists to improve the lives of the people they touch and society as a whole. They aim to do well by doing good – not as a separate set of corporate social responsibility activities, but as part of an integrated company mission.
We need to design businesses that don’t become “stranded assets” (no longer relevant in the future), but rather “cockroach stocks”, those businesses which outlast any crisis.
I find the work of people like Dr. Nadya Zhexembayeva so inspiring – particularly her recommendation that in order to avoid what she calls the “Titanic syndrome,” (believing you’re unsinkable) we should all now become “chief reinvention officers.” It is tempting and very human to overuse terms like sustainability, disruption, transformation, reinvention, and regeneration without actually sustaining, disrupting, transforming, reinventing, or regenerating anything. But we must now ensure that tomorrow’s capitalism, markets, and businesses – and the relevant politics, governments, and public policy frameworks – genuinely serve the interests of all life. This means embracing exponential migrations drawn into the future by a positive vision, not just rudely shoved along by global warming.
At Relocation Africa, we believe in helping our clients “Embrace the Unknown.” Preparing for a future of constant change and multiple crises requires more than just adaptation – it demands resilience, innovation, and a forward-thinking mindset. With over 32 years of experience, we don’t rest on past successes; instead, we continuously seek new opportunities alongside our talented team, diverse clients, flexible supply partners, and valued stakeholders.
Let’s rethink talent, borders, and growth – not tomorrow, not next year, but today.
Insights on Semigration: A Personal Journey from Durban to Cape Town
1. How did you find the housing market in Cape Town compared to Durban? Was it easier or more challenging to find suitable accommodation, and did it impact your decision to relocate?
Finding suitable accommodation in Cape Town was more challenging than I anticipated. Property prices are significantly higher than those in Durban and navigating the disparities between different neighbourhoods was not easy. We decided to rent for a year to get settled and take our time finding a property to purchase. Living in the CBD would offer a great lifestyle but was mostly apartment living, so we opted for the northern suburbs for a bigger space. However, this meant a longer commute to work. My advice is to take your time exploring different areas to find what suits your lifestyle best.
2. What are some of the key differences you have noticed in terms of living costs (e.g., rent, utilities) between Durban and Cape Town? How has that influenced your work-life balance or lifestyle?
The cost of living in Cape Town is much higher than in Durban, including rent, utilities, groceries, and restaurants. You can expect to pay at least double for the same things you would get in Durban. We have had to make some adjustments, but overall, it is manageable, especially since it is just my husband and me. For families with children, pets, or extended family, the increased costs could be more of a challenge, especially with schooling fees adding up.
3. Have you noticed any significant differences in the work attitudes or pace between Cape Town and Durban? For instance, is there more of a “hustle” culture in Cape Town, or is the atmosphere more relaxed?
Cape Town has a more relaxed pace compared to Durban and Johannesburg. While business is thriving, people tend to work at their own pace, and there’s often little urgency in the workplace. This is especially evident in the service industry, where things take longer than I was used to. There is more of a hustle culture in Durban and Johannesburg, but Cape Town offers more flexibility, with more opportunities for remote or hybrid working.
4. In terms of leisure and social opportunities, how does Cape Town compare to Durban? Have you found it easier or harder to maintain a healthy work-life balance given the lifestyle and recreational activities available in both cities?
Cape Town offers a wide range of leisure and social activities. I love running and yoga, which has been easy to maintain, especially since we live near the beach. I have joined a local running club, and there are plenty of outdoor sports like hiking, mountain climbing, swimming, and kayaking to enjoy. It is easy to adapt to an active lifestyle here. The city also has a vibrant restaurant scene, cool cafes, and markets selling crafts, vintage items, and local produce. You just need to put yourself out there to join social groups, but there is no shortage of activities to explore.
5. Did the location of your workplace in Cape Town play a significant role in choosing where you live? How does commuting compare between the two cities in terms of time, convenience, and costs?
Commuting in Cape Town was a big change for me. The traffic can be overwhelming, with daily commutes often taking an hour or more despite the distance. When we bought our home, we considered this carefully. I now have a 20-minute drive to work, compared to the 1.5-hour commute we had when living in the northern suburbs. This has really improved our quality of life. In contrast, Durban’s commute was much easier, and getting used to the longer Cape Town commute was a bit of a shock. My advice is to live closer to work or schools, as saving time on commuting can significantly improve your quality of life.
6. Overall, looking back a year and a bit later, how did your move to Cape Town turn out?
Looking back, our move to Cape Town has been successful. Sure, there were challenges like traffic, higher living costs, and finding the right housing, but the overall quality of life has improved. We enjoyed weekends spent exploring the mountains, beaches, winelands, and local farm stalls. If you are thinking about semigrating, with some careful financial planning and a “make a plan” attitude, it can be a rewarding experience that enhances your lifestyle.
The Growing Trend of Semigration in South Africa and Its Impact on the Corporate World
Semigration in South Africa has been steadily increasing, with many employees seeking an improved quality of life, better work-life balance, and enhanced living conditions by relocating to different cities or regions. This shift is having a notable impact on the corporate world, presenting new opportunities for both employers and employees.
According to BusinessTech, employees relocating to more desirable locations within the country can enjoy a better work-life balance, leading to greater job satisfaction and overall well-being. Whether it involves moving to a quieter town for a more relaxed lifestyle or a city offering more career prospects, semigration enables employees to find environments that support both their personal and professional growth.
For businesses, embracing semigration as part of their talent strategy can be highly beneficial. Allowing flexibility for employees to relocate can boost retention rates, as staff are more likely to stay with a company that accommodates their personal preferences and needs. Furthermore, by broadening the talent pool to include individuals from various regions, companies can attract top-tier talent who may not have considered opportunities elsewhere.
By supporting employees in their semigration journeys, businesses can cultivate a positive, motivated workforce, enhancing their overall talent management strategy and benefiting both employees and the organisation.
Supporting Expatriates’ Mental Health and Wellbeing
Since the onset of Covid, the focus on mental health and wellbeing in the workplace has grown. It is now more important than ever for employers to create mentally healthy workplaces where people feel supported and comfortable discussing mental health.
Mentally healthy workplaces positively impact workplace culture, help manage stress and raise awareness that mental health is everyone’s personal responsibility. Everyone experiences stress, but major life stressors—such as the death of a loved one, divorce, moving, major illness or injury, and job loss—can be overwhelming. With moving being one of these key stressors, supporting expatriates’ mental health during relocations is crucial for a successful relocation experience for both the employee and the company.
Relocating is a stressful process with many moving parts. HR can help by recognising the individual’s needs, both practically and psychologically, and supporting them in embracing the unknown. One of the 5 Human Truths is that we all crave more control over our lives. HR can support expatriates’ mental health and meet this need for control in the following ways:
Cultural training also brings business benefits: It increases productivity, reduces acclimatisation time, enhances team effectiveness, and promotes cultural diversity within the company. Culture shock, which can impact personal and professional life, is a common challenge for expatriates. Feelings of isolation can be particularly difficult as they adjust to a new social and work environment.
HR plays a crucial role in supporting expatriates throughout every stage of the relocation journey, from pre-arrival to settling in. Recognising the unique needs of each individual and their family members is key. Relocations should not be “cookie-cutter” processes, but tailored ones that prioritise mental health and wellbeing.