ICEN held a leadership supper, supported by global creative communications agency DRPG, bringing together a group of industry professionals in a relaxed and intimate setting. The aim was to explore the role of corporate events today, examining their strategic value, the challenges being faced in the sector, and where meaningful change is required to ensure their continued impact.
Summary
In a world where digital media continues to dominate, events remain a vital component of organisational success. An overwhelming 95% of stakeholders view events as a trusted channel, with audiences significantly more likely to engage in live events.
Despite this, the industry faces some structural and operational challenges that affect its ability to capitalise on this. A clear shift is emerging: organisations are beginning to prioritise outcomes over income, moving beyond immediate returns to focus on long-term value. At their core, events are about bringing people into the same space to create meaningful, in-person connections that strengthen networks.
However, for events to truly deliver on this promise, they must be redefined, not just as standalone moments, but as part of a continuous engagement strategy.
The Current Challenges in Events
Events Do Not End When the Room Empties
A central theme throughout the discussion was the misconception that events conclude once attendees leave the room, while in reality, the event itself should act as a catalyst.
Events are effective at bringing people together, their impact often diminishes due to a lack of structured follow-up. Post-event work remains under-resourced and, in many cases, under-prioritised. Event teams are responsible for the planning and execution phases, which then leaves them with limited capacity to manage follow-up effectively. This raises an operational question; should responsibility for post-event engagement sit with the same team, or should a separate function be introduced?
While introducing a dedicated follow-up team could improve efficiency, it also risks creating a disconnect from the original event experience. Striking the right balance between continuity and capacity remains a key challenge.
Compounding this issue is the concept of “speed to lead.” The value of an event is closely tied to how quickly and effectively leads are transitioned into sales or relationship pipelines. Delays in this process, often caused by bandwidth constraints, can significantly reduce the overall impact of the event.
Data, Measurement, and Attribution
Closely linked to post-event challenges is the difficulty of accurately measuring event success. Effective evaluation requires data from multiple departments, yet this information can be fragmented or inconsistent.
Concerns were raised around data integrity, particularly in cases where low-quality or placeholder data is entered into third-party systems. Without reliable data, it becomes increasingly difficult to isolate the impact of a specific event or attribute outcomes to its influence.
Time pressures also play a role. Shorter lead times for event delivery often leave limited room for building robust measurement frameworks, resulting in gaps that only become apparent after the event has taken place.
Ultimately, without a clear and unified approach to data collection and analysis, organisations struggle to move attendees along the next stage of their journey—and, crucially, to link that progression back to the event itself.
Reframing the Role of Events
These challenges point towards a broader need to rethink how events are positioned within organisations. Rather than existing as isolated activities, events should sit within clearly defined strategic “pillars,” aligned with wider business objectives and customer journeys.
This shift requires a change in mindset. The responsibility of an event manager should not end with delivery, but extend across the full lifecycle of the event, from initial concept through to post-event engagement and measurable outcomes.
Equally, success must be defined beyond attendance numbers. A truly successful event contributes to ongoing engagement and creates sustained value over time.
Innovation and Emerging Best Practices
Standardisation and Centres of Excellence
There is a growing movement towards greater standardisation, with organisations developing global centres of excellence and comprehensive playbooks. These frameworks provide consistency in execution while allowing flexibility for regional adaptation.
The “event-in-a-box” model exemplifies this approach by offering a repeatable structure that can be tailored to different audiences and markets. Measuring adoption and success through data not only validates the model but also encourages wider uptake across teams.
Alongside this, there is increasing emphasis on identifying and engaging those responsible for events across organisations, many of whom manage events alongside other roles. Building a connected community around these individuals helps ensure knowledge is shared and resources are effectively utilised.
Digital Media
As digital and live events continue to coexist, there is a clear need to treat them as distinct yet complementary channels. Rather than replicating live experiences online, digital events should be designed with their own format in mind.
Framing digital content as a form of broadcast, structured, concise, and engaging, allows for a more seamless audience experience. Shorter segments, clear narratives, and tighter production values help maintain attention and maximise impact.
Digital platforms expand accessibility, enabling organisations to reach wider audiences. When used in tandem, live and digital events create a more inclusive engagement strategy.
Building Anticipation and Extending Reach
Pre-event communication is becoming increasingly important in driving attendance and engagement. Creating anticipation by establishing a sense that there is a genuine need to be present, can enhance the perceived value of an event.
Social media, podcasts, and behind-the-scenes content all play a role in this. By offering a more human perspective in showcasing the people and processes behind an event, organisations can build stronger emotional connections with their audiences.
The use of ambassadors further amplifies this effect. Trusted voices help extend reach and create a sense of community that goes beyond the event itself.
Increasingly, events are being positioned as aspirational experiences. By cultivating exclusivity and leveraging the fear of missing out (FOMO), organisations are not only driving attendance but also creating a pipeline for future engagement.
What Comes Next?
Looking ahead, events are well-positioned to evolve in response to broader shifts in audience behaviour. As content fatigue continues to grow, there is a renewed appetite for experiences that feel curated and meaningful.
In this context, events can be seen as a form of “physical media”, offering a level of depth and immersion that digital channels often struggle to replicate. This creates an opportunity to design agendas that align closer with the interests and expectations of trusted audiences.
Incorporating content creation into event design, alongside regular “pulse checks” with leadership teams, ensures that agendas remain relevant. Word-of-mouth and community-driven engagement will play an important role in shaping future events.