5 ways the business travel industry is changing and why it matters for 2027 

After making the rounds at 2026 business travel industry events like SAP Concur Fusion, ProcureCon and the Global Business Travel Association (GBTA) Convention, we asked Teri Miller of BCD Travel and Kelly Ellis of Advito what surprised them most, what the industry may be overlooking and where travel managers should focus next. Their answers reveal several shifts likely to shape managed travel in 2027 and beyond. 

1. The AI conversation has shifted from experimentation to adoption 

Perhaps the clearest signal from this year’s GBTA convention wasn’t that AI is becoming more important. It was how much the conversation around it has matured. 

According to Kelly Ellis, Global Engage Practice Area Lead at Advito, AI sessions attracted standing-room-only crowds. Previously, AI experimentation dominated conference conversations. Today, the focus has shifted to AI adoption, integration and business impact. The issue is no longer whether organizations have access to AI. The challenge is understanding where AI fits into workflows, establishing governance and helping employees use it with confidence. 

Why it matters: Technology purchasing may become easier. Driving adoption remains challenging. 

2. Competitive advantage may come from people, not technology 

Many travel managers are evaluating similar AI platforms, data tools and automation capabilities. What may separate leaders from followers is not the technology itself but how effectively organizations support employees through change. Two companies can implement the same technology and achieve completely different outcomes. Culture, governance, training and communication often determine whether promised benefits become reality. 

Why it matters: The next phase of AI investment will depend heavily on helping people use these tools effectively.

3. The industry may be overlooking the human side of service 

Technology dominated many event discussions but Teri Miller, Executive Vice President, Global Client Team, at BCD, sees another challenge receiving too little attention. 

“We have concerned ourselves with program management, but not a lot of focus on front-line servicing,” she says. As digital tools and self-service capabilities expand, the role of experienced travel consultants remains critical, particularly during disruptions, emergencies and complex itineraries. 

Why it matters: As travel programs automate routine transactions, human expertise becomes even more valuable when travelers need support most. 

4. Traveler engagement is becoming hyper-personalized 

Traditional travel program communications were often designed for broad audiences. That approach is becoming less effective. Travel managers are being asked to influence decisions involving cost, sustainability, travel risk management, travel policy compliance and traveler satisfaction simultaneously. Reaching every traveler with the same message no longer reflects how people consume information or make decisions. The future lies in delivering relevant information at the right time and in the right context. 

Why it matters: Programs increasingly need targeted communications, behavioral insights and context-aware engagement instead of broad awareness campaigns. 

5. Resilience is replacing prediction as a planning strategy 

When asked where travel managers should focus in 2027 planning, neither leader pointed to a single technology, regulation or trend. Instead, both focused on preparedness. 

Ellis said that travel programs should prioritize adaptability, governance, stakeholder alignment and traveler engagement rather than trying to predict exactly which trend will matter most. Miller similarly highlights the importance of preparing for continued evolution in areas such as self-service and AI investment. The common theme is flexibility. 

Why it matters: The most successful travel programs may not be those that correctly predict the future. They may be the ones built to adapt quickly when the future changes.