Why geopolitical instability is now every planner’s problem
If you’re in the business of meetings and events, you’re in the business of geopolitics now.
A recent study by The Hague & Partners Convention Bureau, in collaboration with the European Society of Association Executives (ESAE), reveals a sobering reality: 88% of associations believe geopolitical instability will impact their operations — and 85% say it already has. That includes everything from rising populism to unpredictable regulations, travel restrictions, and shifting societal values. For the meetings and events industry, this isn’t just noise in the background — it’s the soundtrack we’re planning to.
The World Has Changed — Have We?
For decades, associations and their planners operated under a default assumption: that the world, while imperfect, was predictable enough to map next year’s congress venue, book travel blocks, and plan strategic messaging with confidence. That assumption is crumbling.
Only 13% of respondents to the survey say they feel well prepared for the impacts of global instability. The rest are either bracing for impact or already in damage-control mode. And the cracks are starting to show in our calendars: nearly a third of respondents (28%) have already moved events to more politically stable regions.
We are witnessing the end of “business as usual.”
Populism, Polarization, and the New Boardroom Reality
One of the more eye-opening stats from the study: 77% of respondents see the rise of populism affecting their organization, and 30% are deeply concerned about how it may shift the composition — and values — of their boards.
This isn’t hypothetical. Populist movements across the globe are shifting policy, sparking protests, and changing how people interact with institutions. As planners, this can affect everything from speaker selection and program content to security planning and community engagement strategies.
More than ever, the “where” and “why” of events matter just as much as the “what.”
Crisis as Curriculum — If We’re Willing to Learn
There’s good news: 83% of association leaders believe lessons from COVID-19 and other past crises are helping them adapt now. But nearly half also admit that serious knowledge gaps remain. The challenge? Applying old lessons to new, rapidly evolving threats.
In a world where travel bans can be enacted overnight and public opinion can swing in a viral tweet, we need more than contingency plans — we need organizational muscle memory. That means scenario training, diversified supply chains, agile tech infrastructure, and perhaps most critically, resilient and empowered teams.
The Need to Strategize
Here’s the blunt truth: the meetings and conventions industry can no longer afford to be reactive. We need to be strategic foresight experts, tuned in to geopolitical risk maps, social undercurrents, and the evolving expectations of delegates.
Event mobility isn’t just about logistics anymore — it’s about safeguarding missions, messages, and entire communities of practice. Whether it’s shifting an event to a more stable region, reworking content to reflect societal tensions, or rethinking the ROI of in-person vs. hybrid models, planners must step up as strategic advisors, not just executors.
A Call to Collaborate
This initial wave of research is just the beginning. As the study expands globally with support from destinations like Ottawa, it’s critical for the meetings industry to be part of the conversation — not just with associations, but with policy experts, crisis managers, and tech partners.
The value of live events hasn’t changed. But the ground beneath them has. To stay relevant, we must be bold enough to acknowledge that the meeting room is now a geopolitical space, and planners must learn to navigate it with both precision and purpose.
The stakes are high. But so is the opportunity to lead.
Any thoughts, opinions, or news? Please share them with me at vince@meetingsevents.com.
Photo by Mohamed Nohassi For Unsplash+
