The Real Secret to Lasting Meetings and Events Program Success? Change Management.

Too often, organizations treat the launch of a Meetings and Events (M&E) program as the finish line. In reality, it’s the starting line. The difference between a program that survives and one that thrives lies not in technology or process design, but in how well the organization manages change.

Why Change Is the Work

Most M&E programs stall not because the strategy is wrong, but because people don’t see themselves in it. Meeting owners fear losing autonomy. Budget holders worry about delays. Country teams see a global template that doesn’t fit local realities. Effective change management acknowledges those human truths and aligns them to a shared purpose.

Questions every organization should be able to answer

• What business outcomes, beyond cost, should M&E undeniably influence this year?

• Which behaviors need to change for those outcomes to stick?

• Where can local nuance live without recreating the program in every country?

• How will we know the change is taking root (not just rolled out)?

If those answers aren't clear, the program will feel like extra steps. When they’re crisp, the program becomes a capability the business trusts.

Leadership that signals the program is a priority

Senior leadership and stakeholder buy-in are the first critical levers. Without visible sponsorship, even the most carefully designed program risks being seen as optional. Leaders set the tone, signal priorities, and create accountability. Their advocacy transforms compliance into commitment.

Communication that builds momentum

A successful M&E program touches many roles across an organization: attendees, meeting and budget owners, compliance, finance, procurement, and beyond. Each group needs to understand not only what is changing, but why it matters. Clear, well-timed, and transparent communication builds trust and accelerates adoption.

Cadence and local relevance

Implementation should never be one-size-fits-all. A phased approach allows organizations to start where impact will be strongest, learn from early adoption, and adapt before scaling. Recognizing country-specific needs, from local regulations to cultural nuances, keeps the model relevant without fragmenting it.

The takeaway

High-performing organizations aren’t defined by how quickly they can roll out a program, but how thoughtfully they manage the journey. Change management isn’t a supporting act; it’s the main stage. With the right sponsorship, communication, and cadence, M&E programs become more than processes; they become embedded practices that deliver lasting value.

If your company is considering a new Meetings and Events program or rethinking an existing one, let’s connect. We’d be glad to discuss how strategic change management can make the difference between short-term compliance and long-term success.