What does operational excellence mean and how do we apply this in a global mobility context?

This session explored operational excellence focusing on tangible action items that can be applied to improve our organisations’ mobility programmes.
What does operational excellence mean and how do we apply this in a global mobility context?

 Our panel shared their experiences and lessons learned over a wide range of topics including process standardisation, exception monitoring, digitisation, spousal support, and best practice approaches when moving in to new jurisdictions.

Speaker panel:

  • Jane Croker, Shell Australia Pty Ltd, Employment Tax Lead, Asia-Pacific
  • Matt Hewitson BPsych GAICD - Managing Director of SRA Co
  • Donna McCrory, Principal (Western Australia), Relocation Specialists
  • Travis Norton, TechnipFMC, Financial Controller Taxation, KPMG

We then viewed a video on “marginal gains” from Dave Brailsford who coached the UK cycling team in a couple of Olympic Games, and now coaches competitors in the Tour de France where he has had considerable success. His winning recipe is to focus on 1% marginal gains – what tiny things can he do every day to get the best out of people? His approach has some very interesting parallels with the corporate world. Inspired by this concept, we broke in to small groups on our tables to discuss three small changes we could each take away from the session and implement in to our own global mobility programmes.

We closed with a discussion on Diversity & Inclusion in the context of Global Mobility from Eve Kok of KPMG’s management consulting team. Access the study study via:


I found the following interesting:

In addition to increasing communications, demographic reviews of global mobility programs also caused companies to:

  • increase support for spouses and families (38 %)
  • embed inclusion and diversity into policies by covering all diverse employees (32 %)
  • change their initial candidate selection process  (29 %)
  • extend inclusion and diversity to cover dependents of diverse employees (26 %)
  • provide accessibility support (26 %)

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