Short excerpt: Video meetings have made business more efficient, but some decisions still benefit from being in the room, walking the market and understanding people beyond a screen.
Technology has removed much of the unnecessary friction from business. A discussion that once required a day of travel can now happen in thirty minutes. Documents move instantly, teams work across time zones and a video call can resolve many routine matters.
Yet after more than 25 years in business, I do not believe the screen has made purposeful travel irrelevant. It has simply raised the standard for when travel is worth the time, cost and energy.
Business travel has not disappeared
The Global Business Travel Association’s 2026 Business Travel Index, published in August 2026, forecasts global business-travel spending of approximately US$1.71 trillion this year and about 1.84 billion business trips. Its research covers 72 countries and 44 industries, with traveller insights gathered across 66 markets.
Separately, UN Tourism reported on 2 June 2026 that international tourist arrivals rose 2% in the first quarter of 2026 to more than 300 million. Business trips are only one part of international travel, so these two measures should not be confused. Together, however, they show that people continue to cross borders in large numbers despite digital alternatives and economic uncertainty.
Those are reported facts. My conclusion is more modest: physical presence still creates value, but only when the purpose is clear.
Trust develops differently in person
A video meeting is excellent for exchanging information. It is less reliable for understanding character. In person, we notice whether people listen carefully, how they treat colleagues and whether their confidence is supported by preparation. A shared meal or an unhurried conversation often reveals priorities that a formal presentation does not.
This does not mean every face-to-face meeting produces trust. It means serious relationships usually need more than efficient transactions. When a partnership involves capital, long-term responsibility or reputational risk, knowing the people behind the proposal matters.
I have learned that one thoughtful visit can sometimes prevent months of misunderstanding. It can also reveal that a promising opportunity is not right. Avoiding a poor decision is a return on travel too.
A market cannot be understood only through a report
Data tells us what is happening. Being present helps explain why. This is particularly true in property, retail, hospitality and any business shaped by location.
A report may describe infrastructure, demand and rental levels. A visit shows the actual commute, the activity on the street, the condition of nearby buildings and whether a neighbourhood feels functional at different hours. Conversations with customers, employees, suppliers and local professionals add context that a dashboard cannot provide.
The same principle applies internationally. Business customs, decision-making styles and expectations around time or service differ between markets. Good leaders do not assume that a model working in Delhi, Dubai or New York can be copied elsewhere without adaptation. Travel should make us more observant and less certain of our assumptions.
Not every meeting deserves a flight
The case for travel is not an argument for returning to old habits. Flying for a routine update is often wasteful. It adds expense, fatigue and environmental impact without improving the decision.
Before travelling, I believe a leader should ask three questions: What can only be understood in person? Which decision should become clearer? Who else can be met while there? A useful trip might combine a site inspection, customer conversations, a partner review and time observing the local market. A weak trip has no measurable purpose beyond being seen.
Preparation matters as much as presence. Arrive knowing the numbers, the people and the questions. Leave with written actions, owners and deadlines. Otherwise, travel becomes activity rather than progress.
Technology and travel should support each other
The best approach is not digital versus physical. Routine coordination should stay online. Early discussions can test whether there is a real opportunity. Shared data rooms and video calls can complete much of the groundwork. Travel should then be reserved for moments where observation, negotiation or relationship-building materially improves the outcome.
Technology can also make a visit more valuable. Maps, local market data and digital documents improve preparation. Follow-up calls keep momentum after people return home. The purpose of technology is not to eliminate human contact; it is to use human contact where it matters most.
This is similar to my broader view that technology cannot replace human judgment in leadership. Tools can accelerate analysis, but accountability remains with the person making the decision.
A lesson for younger entrepreneurs
For a young entrepreneur, travel can be education if approached with humility. Do not visit a city only to confirm what you already believe. Walk beyond the formal meeting room. Ask practical questions. Observe how ordinary customers spend, how employees travel and where businesses face friction.
At the same time, do not confuse frequent travel with success. A full passport is not a business model. Cash flow, health and family time also deserve discipline. The right trip is one that improves understanding or strengthens a relationship enough to justify what it consumes.
My conclusion
I believe business travel will remain important because commerce is built not only on information, but also on trust, context and judgment. Digital tools have made communication faster; they have not made every decision simpler.
The future belongs neither to leaders who travel automatically nor to those who refuse to leave the screen. It belongs to people who know when presence can change the quality of a decision—and who make that presence count.
Sources and context
Current travel figures were checked against the GBTA 2026 Business Travel Index, published in August 2026, and UN Tourism’s first-quarter 2026 update, published on 2 June 2026. The lessons on trust, market observation and decision-making are my personal perspective, informed by more than 25 years in business.
— Tushar Kumar