Defining event integrity can be challenging when an event
manager's calendar is overwhelmed and event orchestration has become formulaic.
As the global economy impacts events and their use as a competitive mechanism,
an event's architecture and purpose are scrutinized more readily.
Leadership is hoping programs once expected of the
organization will lose their ability to deliver results. Then they can let
financial management reduce or eliminate the budget in favor of short-term
gains. In light of this scenario, event managers must learn to justify their
projects so they resonate with cross-functional leaders.
Event integrity is defined in terms of purpose, format,
expectations, systemic development and acknowledgments. Documenting a thorough
evaluation of an event can prove to leadership that events are more than a
secondary thought to a marketing promotion or a staid annual conference. It
will reveal in multidimensional terms that these projects are vital to the
organization's quest for long-term sustainability.
The statement of purpose must explain the event's
contribution to global productivity and address financial commitment,
anticipated revenue generation, labor, opportunity cost and economies of scale.
Event integrity must possess a format congruent with
expected results. Even for a recurring project, spend some time canvassing
cross-functional leadership to determine whether the format is correct.
Identify how much could be saved by challenging the status quo. Determine how
different constituents might react if the format is altered.
Create scenarios that evaluate the impact of change. Start a
discussion with other discipline leaders in the organization. Ask for input from
event vendors.
Event managers are often limited to evaluating the
expectations of their organizational leadership and attendees, but this is not
sufficient to impact the integrity of the entire process. Attendee expectations
include safety, security, food and beverage, accommodations and relevant
sessions. Ensure the event will address constituent needs and be profitable for
vendors. Empathy for vendors' well being can benefit negotiations.
Create an event that builds revenues to prevent reductions
in staff. Build an event that demonstrates a commitment to cross-cultural
diversity. Reduce the list of expectations to the lowest common denominator and
identify the means to achieve it reasonably.
Every decision directly impacts something else, even marginally
and indirectly. Event integrity depends on a systemic approach.
Identify all organizational units and individuals affected
by the event structure. Evaluating the event in terms of short- and long-term
effects will show leadership how valuable these projects are to the entire
organization.
Acknowledge limitations from economic forces, resources,
planning time, competition and past performance. Praise contributors to the
process. Anticipate that information, communication systems and output will
bring unexpected challenges. Ask for help.
This report originally
appeared in the Sept. 6, 2010, issue of Business Travel News.