全球流动中的AI与自动化

Aligned intelligence AlignmentLeverageIntegrationGovernanceNavigation Global Mobility is under sustained operationalstrain. This research quantifies that pressure. Global Mobility and HR leaders report risingcomplexity, expanding compliance exposureand increasing reporting expectations acrosscross-border workforce management. Repetitiveadministrative activity continues to absorb ameaningful share of functional capacity whileleadership demands greater visibility, speedand risk control. Survey profile This report reflectsinsights from 57Global Mobility andHR professionalsresponsible forcross-border workforcemanagement,compliance oversightand internationalemployee movement.Respondents representorganisations of varyingscale and complexity,managing globallymobile employees andbusiness travellersacross multiple regionsand industries. Compliance coordination, data gathering,reporting preparation and policy explanationremain time-intensive and many environmentsstill rely on manual processes andspreadsheet-based management. At the sametime, senior stakeholders expect near real-timeinsight into cross-border exposure and workforcedistribution. The result is a function balancingadministrative intensity with increasingstrategic expectation. The sample includessenior function leads,regional managersand operationalspecialists directlyinvolved in GlobalMobility governanceand delivery. Contents 1.Executive summary2.The operational reality3.Where intelligent systems create measurable value4.Why implementation remains cautious5.The AI paradox of efficiency and risk6.AI capability maturity framework7.The changing role of Global Mobility professionals8.Leadership considerations9.Key structural themes10.From insight to practice Within this context, automation and artificial intelligence arebeing evaluated as practical tools to reduce operational drag.Adoption remains measured, with respondents identifying dataprivacy, regulatory exposure, reliability of outputs and governanceclarity as the strongest influencing factors when considering AIimplementation. These concerns reflect the regulatory sensitivityof Global Mobility operations and the consequences of error. The findings indicate a profession ready for intelligent efficiencysupported by structured oversight. There is a clear desire to reducemanual workload, improve data visibility and increase advisorycapacity, provided automation operates within defined governanceframeworks and preserves professional judgement. AI in Global Mobility should therefore be approached asinfrastructure embedded within governance, data integrity andaccountability standards. It offers potential to improve reportingconsistency, support compliance monitoring and release capacityfor higher-value advisory activity when implemented deliberatelyand responsibly. This report examines where AI and automation can createmeasurable value, why adoption remains cautious and howGlobal Mobility leaders can introduce intelligent systemsin a way that strengthens governance and operational control. Global Mobility leaders are therefore facing a structural inflectionpoint. Administrative intensity will not reduce on its own, yetstrategic expectations will continue to rise. The question is nolonger whether automation should be considered, but how it canbe introduced in a way that strengthens control, visibilityand professional accountability. Industry perspectives AI and automation are having one of the mostfundamental impacts on society and the working worldsince the dotcom boom of the late 1990s. They arereshaping what is possible on a weekly, sometimesdaily, basis as large language models and AI agents aredeployed to enhance productivity across many areasand Global Mobility is no exception. BenOghene CEOTheCozm Many of the mobility processes managed for years,if not decades, can now be enhanced and in somecases significantly streamlined through technology.If 2025 was a year of reflection and learning aboutthe impact of AI and automation, then 2026 is a yearof action. The organisations we speak with are activelyexploring how technology can increase productivityin practical and measurable ways. For Global Mobility professionals to deliver greaterstrategic impact within their organisations, they mustrelease time currently spent on repetitive, thoughessential, administrative tasks. This enables greaterfocus on strategic workforce planning and the linkbetween people mobility and business performance.The survey findings reinforce this position. Theyindicate that the time to move from explorationto implementation is now. In collaboration with The Cozm and Crowe UK This research was developed with The Cozm, a specialistin structured AI and workflow intelligence. The surveyexplores how Global Mobility and HR professionals areevaluating automation and artificial intelligence withincompliance-sensitive environments. Santa Fe and The Cozm share a focus on disciplinedgovernance, operational clarity and resp