• MMC
• 2 of April 2026

Since the COVID-19 pandemic, international mobility policies have evolved significantly. According to the PwC Global Mobility Survey 2025, nearly 4 out of 10 companies have revised their expatriation strategies. However, few organizations today have reliable indicators to truly measure the success of international assignments. In this context of transformation, one phenomenon remains largely underestimated: silent failures. Within organizations, international mobility is still mostly assessed through visible indicators: assignment completion, employee retention, or the absence of early returns. Yet, a significant portion of “less successful” assignments generates no formal warning signals. For HR departments, these situations represent a major strategic challenge, as they directly impact the return on investment of mobility programs—without being identified as failures.

• MMC
• 19 of March 2026

In 2026, international mobility is becoming complex not only from a regulatory perspective. It is increasingly demanding on human, organizational, and decision-making levels. Behind every mobility assignment lies a reality that is often underestimated: an invisible cognitive and administrative burden that can weaken the entire project.

• MMC
• 25 of February 2026

International mobility is evolving. Recent analyses of global talent flows (notably BCG, Global Talent Mobility Is Slowing and Shifting) show a reconfiguration of talent movements and an increasing selectivity of employees regarding the conditions offered.