In managing travel and entertainment expenditure, global travel management companies and corporations have a similar fundamental objective: to maximise the leverage of global strengths and partnerships in order to deliver robust returns on travel management programmes. From that perspective, the development of global networks has not only been a positive one; it has become an absolute necessity for meeting this common objective.

It is a well-known fact that Business Travel International (BTI) has been particularly successful in building a global powerhouse with a local touch. It sounds simple but in reality, this is no small feat when you consider the delicate balancing act.

There is a distinct recognition within BTI that the world is not one single homogenous entity, and that local cultures, business practices and trading environments vary greatly from market to market. In that context, the BTI team in Singapore is never imposed upon.

Drawing from that model, I believe the best way to preserve the local touch without compromising the global big picture is to fundamentally ensure that a global organisation’s basic value systems permeate the network in the form of guiding principles, but leaving the application of those principles firmly in the hands of people who understand the business.

Quite simply, business has been excellent since we became part of BTI. Business has taken a quantum leap. And it is great to be part of a global family.