Trapped in Tradition — Is the Events Industry is Failing its Greatest Potential
The event industry stands at a crossroads in today’s digital age. While some have embraced the transformative power of digitalisation, many remain in the data dark ages, relying on outdated practices and failing to harness the full potential of data-driven insights. It hinders the evolution of events but also poses significant risks. In this my first post on Medium, I want to explore why this industry may be the last bastion of digitisation.
I have spent over 22 years in the events and media sector. I have led startups and been part of new divisions in large companies. I ran my first virtual event in 2007 — It was a disaster, by the way. I have always been a technologist. My degree in Aeronautical Engineering & Computing marked me out. I consistently got the hospital pass (a rugby analogy, look it up) for sorting out the software, systems and tech while doing the day Job. The day job was selling stands, then looking after audience acquisition, directing events, and launching them. You get the idea.
I share all this not to brag because some of these experiences are decidedly forgettable but because this variety of jobs and the continuous application of technology gives me a unique perspective to pen this exploration on the Events Industries' relationship with technology and digitisation. One last qualifier most, not all, of my career has been in B2B trade shows. This segment of the industry then is the focus of this article.
The Unique Structure of the B2B Events Industry — A Flat Long Tail and Decentralisation
In B2B Events, a flat and very long tail of events is owned chiefly by solopreneurs or small businesses. This matters as, for many, these are lifestyle businesses, and you can have a nice lifestyle running a £3m annual event.
This flattening also translates to more prominent companies that effectively run businesses within businesses. Each event has its Managing Director supported by a Sales, Marketing & Logistics team.
A construct that creates a very flat career pyramid and very low glass ceilings so bright people leave quickly, particularly those with data literacy or digital know-how. They realise they will be more exposed to new and relevant skills in other industries.
The annual nature of most events means many organisers only nurture one cohort, the sponsors and exhibitors. A typical yearly B2B event has an audience churn of around 80%. The commercial team is valued above all else as they hold the relationship with the primary audience of sponsors and exhibitors. It also means you can get away with a lack of marketing sophistication; you will churn 80% of them anyway, so why not send a ton of emails with ever-increasing urgency to ensure your pre-registration bucket fills up?
Help COVID Ate my Database — How Webinars Exposed the Event Industry's Digital Shortcomings
To prove the need for more data literacy and digital marketing sophistication. I have worked with a few businesses post-COVID that have major database issues resulting from the need to survive. Many events mitigated their events by running webinars — lots of them! And because of the lack of digital marketing acumen, many were marketed in the same way as live events. Just when you needed an audience churn below 10%, not the other way around.
A Broken Relationship with Technology
Pockets of innovation aside, event organisers have not seen any significant competitive benefit from technology. Event apps are often a tickbox exercise linked to a sponsorship deal rather than an audience outcome. The management of these is also handed over to junior team members and rarely has a defined strategic purpose central to the event.
Much of this is due to the disproportionate focus on the physical environment. Event organisers will happily sit in a three-hour meeting about the choice of carpet, signage and even the colour of the tablecloths but tune out almost immediately when you try to initiate a conversation about the digital journey and the need to synch data in real-time and not make people register for everything again.
The behaviour is understandable because, unique to all marketing channels, events are highly visible and expensive. How they look matters, but not as much as we like to think it does.
Why Should You or I Care? Beyond Soundbites and Hashtags
I have thought about this long and hard. It is because, in our modern world of soundbites, likes and hashtags. Meeting people matters more than ever, and we should not care if it’s in person or online. But to compete, Events need to move beyond the execution philosophy not dissimilar to a medieval marketplace or, to quote a line from Field of Dreams, “If you build it, they will come.”
Social networks are hacking humans; we are being lobotomised by technology and deceived — and events in their current guise with a lack of evidence and innovation are missing their ability to be part of a more significant solution.
But there is a big BUT; to truly digitise events, we must recalibrate our reasons for their existence — we must, in Simon Sinek’s words, rediscover the WHY.
I asked many of my event organiser friends why their events exist. Most answers did not hold up to scrutiny. Phrases like it is the most interactive environment, lead generation, brand awareness, decision makers don’t do digital (really, how do they book their holidays then), or people buy people — accurate but less than it once was, especially in the B2B team procurement dynamic.
I then called around many Event Managers who run corporate event strategies for large companies as part of a consulting gig. Nearly all were frustrated; they are increasingly challenged about the effectiveness of live events, how they integrate into omnichannel, and how you can be more predictive of the outcomes.
One of my interviewees then came out with a phrase that was as close to an epiphany as I have come — professionally anyway- events exist to inform and be informed, to maximise knowledge exchange in a given time frame, creating a significant shift in action through deep engagement.
When you look at events through this lens, or as we have coined it, ‘The CVI CVO IAEK Radar’ — IAEK only because if you move the letters around, it’s some sizeable Swedish company you may have heard of, a pure coincidence, honestly, and you can just about pronounce IAEK.
Why does this subtle shift in event success definition away from banal metrics like how many pre-registrants you have matter? It could hold the key to unlocking the digital potential of events. Because despite the vast potential of data-driven insights, many in the event sector remain tethered to outdated practices, failing to harness the transformative power of data science. This strategy hinders the evolution of events and poses significant risks. Here’s why.
1. The Misalignment of Data and Outcomes
Data is the lifeblood of the digital age. Yet, there needs to be more alignment between data collection and the desired outcomes in the event industry. If we judge events, at their very core, they are about information exchange and knowledge transfer. But the entire event ecosystem suffers when we do not align data with these objectives.
For instance, consider an event with the primary goal of fostering networking. We cannot accurately judge the event’s success if the collected data focuses solely on ticket sales, not attendee interactions. This misalignment can lead to missed opportunities, wasted resources, and a failure to understand the audience’s needs.
When we broaden the measure to ensure ‘IAEK’ happens, teams can challenge the status quo, and we begin asking what data we need to ensure interactions and knowledge exchange occur. Could we ask each networking participant their burning question? Could we share these with other participants to identify people with expertise in this area? Could this result in deeper connections and more satisfied participants?
If we ran this approach, could our conversion to this networking event shift from 70% to 95%? Would this free up pressure to chase volume we could realign to quality? Just by Aligning Data for Insight to Digitise Events. NOTE: The percentages here are not exact but based on evidence.
2. The Peril of Attention by Default Thinking
Our approach to thinking about events is stuck in the land of attention by default. Attendees were physically present, and their attention, to some extent, was guaranteed. But this approach is perilous in today’s digital world, where distractions are a click away.
We must meticulously design events to capture attention, starting from the first interaction. Beyond creating engaging content, fostering interactive sessions, and using data to tailor the experience to the audience, we design moments that matter in every personalised journey. Shifting from Attention by Default to Attention by Design can make events more impactful and memorable.
The bias to thinking in Attention by Default is most evident when events people embark on webinars and virtual events. Much time is spent talking about the production values and arguments about 4K vs HD as if it matters — trust me, it is important, but it does not matter.
For commercial organisers, we have seen the biggest win in creating predictive models on whether content will resonate and its audience pull.
Some embarking on running virtual events like the recent Medium Day start well by doing the right thing and with audience surveys, but they need to use that first touchpoint to kick off an engagement journey. Medium Day was a great example of Attention by Default thinking, as following the survey, the first real notification I got was the day before. Beware of Attention by Default thinking, as your last-mile delivery platform will not save you — even if it is in 4K.
Keep pursuing Medium Day but use my data — you have it — to take me on a journey and connect me with sessions that will inform, increase knowledge and help me take action — the delivery platform is immaterial.
3. The All-in-One Illusion Why ‘Do-It-All’ Platforms Are Failing Events
Event organisers, and we have retired clients because of this, cannot resist the allure of the “do-it-all” monolithic system. A single platform that promises to handle every aspect of an event sounds ideal. But in reality, these systems often underdeliver.
Monolithic systems can stifle innovation. They often fail to excel in any area, leading to inefficiencies and a lack of differentiation. For instance, a monolithic event platform might offer a built-in email marketing tool. But this tool will lack the features and sophistication of a dedicated email marketing platform.
The event industry must abandon monolithic systems and embrace modular, flexible solutions. By adopting a microservices architecture, where each service handles a specific task, events can become more agile, scalable, and innovative.
An example is the ‘registration systems’ pedalled to unwitting organisers, which are glorified online form builders with a first glance fancy reporting back ends; these have now bolted on ‘landing page designers’, email marketing capability and CRM systems all in one system. Sounds great right — well, here is the rub. None of these Event Tech companies has the cash to continue with the pace of development of any of the point platforms, which will always do a better job of, say, marketing personalisation, social amplification, sales automation the list goes on.
Events is the only industry where a custom-built email system with a fraction of the market standard personalisation features could get traction — because it is an ‘Event Marketing Solution.’
This sector’s broken relationship with technology stops us from embracing innovation and avoiding the monolith. The other irony in this monolithic thinking is that it will reduce data silos when it does not.
4. The Data Silo Dilemma and the Imperative of Personalization
In orchestrating events, a glaring oversight often emerges data silos. While rich in insights, these isolated pockets of information often need to be explored and utilised. Consider the pre-event questionnaire, a tool many of us have encountered.
Attendees invest time and thought into providing valuable feedback, expecting a tailored event experience. Yet, more often than not, this data is shelved, never to be activated — an API-first mindset discussed previously would be part of a solution.
Why does this matter? Because in the age of digital personalisation, where consumers are accustomed to tailored experiences, delivering a one-size-fits-all event is a missed opportunity. Personalisation isn’t just a buzzword; it’s a commitment. It’s about recognising individual attendees’ needs, preferences, and expectations and weaving them into the fabric of the event. It is about maximising their Knowledge Shift, Action Acceleration, Engagement and Information Exchange. You can only do this through personalisation.
But to truly harness the power of personalisation, event organisers must break free from the confines of data silos. Data should flow seamlessly across platforms and touchpoints, informing every stage of the event journey. For example, the insights from a pre-event survey and behavioural data from GA4 should shape session recommendations, networking opportunities, and even post-event follow-ups.
Moreover, this commitment to personalisation and crafting user journeys shouldn’t be an afterthought. It needs to be designed and committed to in advance. By doing so, we can ensure that every attendee feels seen, heard, and valued, elevating the overall event experience.
5. The Need for Strong Digital Roots and Talent
All of this brings me to a biggie to truly thrive in the digital age, events need strong digital roots. It means adopting a digital-first mindset.
Digital roots are about building a foundation that supports innovation and growth. It’s about leveraging data to drive decision-making, embracing new technologies, and constantly iterating based on feedback.
For events to succeed, they must be rooted in this digital-first philosophy. Prioritising online engagement, using data to guide strategy, and being willing to pivot based on changing circumstances.
My earlier point about the flat organisational structures is also a massive barrier to attracting and retaining talent to build the digital roots for digitising events.
But it goes deeper than that. Whereas most industries are fighting to get technical or digital talent, there is some misguided belief that this talent is not part of the solution. Some of this thinking may come from the notion that events are not a weak link sport.
6. Digitised Events are not a Strong Link Sport. Why Every Link Matters
A theory differentiates between “strong link” and “weak link” games in sports. Basketball, for instance, is often considered a strong link game. A single superstar player can dominate and significantly influence the outcome. Football, a.k.a soccer, on the other hand, is seen as a weak link game. The team’s success depends on ensuring every player, even the least skilled, performs well. A single weak link can compromise the entire team’s performance.
The theory, as discussed by Malcolm Gladwell in The Tipping Point, is not just confined to sports. It’s increasingly relevant in the modern workplace, especially with the rising uptake of sophisticated technologies. We must shift away from hierarchies towards networks and fundamentally change the nature of teams and leadership of event teams. Our emphasis should move from hiring star performers to ensuring that every team member is competent and can collaborate effectively. A weak link in this context can have significant consequences.
So, how does this relate to Digitising Events?
When organising traditional events, the focus might have been on a few key elements or “star performers” — the main speaker, the headline act, or the central theme. Or, in the organisation team, one or two great talents can pull off a big event, something I have seen happen.
However, every aspect of the event becomes crucial in the digital realm, where multiple touchpoints exist, and attendees have varied expectations. From the pre-event registration process to post-event feedback collection, from the user interface of the digital platform to the quality of online interactions — every link in the chain needs to be robust.
To digitise events successfully, we must adopt the weak link principle. There must be more than just a few standout features, elements, or event superstars. No matter how minor, every component is designed and executed flawlessly at a Digitised Event. Requiring a holistic approach, where teams collaborate seamlessly, share data and insights, and prioritise every attendee’s experience.
We Stand at a Digital Crossroads, and We Must Make a Choice
The event industry I have fallen in and out of love with over the years stands at a pivotal moment; it is at an inflexion point of retaining and reshaping its relevance for the digital age.
In my opinion, there is only one choice: embrace the power of data science and the potential of the digital age or risk becoming obsolete.
By aligning data with outcomes and actionable insight, reorganising operationally in a weak linkway, and attracting talent, we can design events to capture attention, maximise information exchange, increase knowledge phenomenally quickly, and drive positive action in this post-truth world.
I am committed to creating an inclusive movement to help us Digitise Events. Join us…