As uncertainty reshapes the meetings and events landscape, three new studies reveal that, when it comes to the future of meetings, resilience alone is no longer enough.

For meeting and event professionals, uncertainty is nothing new. But according to three recent studies discussed during a recent PCMA webinar — the 2025 Meetings Market Survey, the Future-Ready Associations Outlook Research, and a soon-to-be-released Event Labor Study conducted with Encore — today’s environment is testing the industry in more complex ways than before.

Together, the findings paint a picture of an industry that is still optimistic, deeply adaptable and firmly committed to live experiences — but also one that’s stretched by rising costs, fragmented technology, shifting workforce expectations and mounting pressure to prove value. What emerges is a roadmap for where planners must focus next: strategic thinking, integration and smarter use of data, people and platforms.

A More Worried Industry, Still Moving Forward

The 2025 Meetings Market Survey offers a revealing snapshot of planner sentiment. When asked how they feel about the future, nearly half of respondents said they were both worried and excited — a familiar duality in an industry built on resilience. What stood out, however, was the shift in balance: Planners are significantly more worried than they were a year ago, and far fewer describe themselves as excited.

This change reflects the “wobbly” environment planners are navigating. Rising food-and-beverage costs, economic uncertainty, geopolitical tensions, funding cuts, tariffs and cultural backlash around DEI initiatives are all contributing to heightened volatility. Compared to the VUCA (volatile, uncertain, complex, ambiguous) period of recent years, many organizers now describe conditions as “VUCA on steroids.”

Yet the survey also shows that planners are not standing still. The vast majority report adjusting or rethinking their business models, rather than pulling back entirely. Many are doubling down on data-driven decision making, refining pricing and revenue models and prioritizing smaller, more localized or segmented events. While cost pressures are real, the response has been strategic rather than reactive.

Notably, only a small fraction of organizers said they have shifted to hybrid- or virtual-first delivery. For most, the added cost and complexity outweigh the benefits. Instead, planners are trimming expenses selectively — often cutting entertainment, AV or tech — while protecting the core elements that drive attendee value.

The challenge now is not simply adaptation, but also articulation. Many planners report they are frustrated because, while they have the data to justify decisions, they still are struggling to translate it into stories that resonate with boards, executives and stakeholders.

From Tactics to Strategy: Associations at an Inflection Point

PCMA’s Future-Ready Associations Outlook Research takes a broader view of how the business events ecosystem is evolving. Drawing on surveys, interviews, focus groups, and social listening, the research examines how uncertainty is reshaping associations, corporations and destinations, with an emphasis on insights from the association sector.

The most striking finding: The single most critical skill gap associations must address over the next five years is strategic thinking and influence. Operational excellence is no longer enough. Leaders need to connect dots across technology, data, community and revenue in a more integrated way.

This shift is evident in how organizations describe their future. Predictable planning cycles are giving way to uncertain and fluid timelines. Clearly defined roles are being replaced by multi-skilled, cross-functional responsibilities. Growth is no longer measured by headcount alone, but by capability and capacity.

While technology plays a central role in this transformation, it also represents one of its biggest pain points. Nearly half of respondents report operating across five to 10 different platforms, creating fragmented digital environments that slow decision making and weaken data foundations. While many organizations aspire to higher “platform maturity,” the research suggests that actual maturity often lags behind perception.

True platform maturity, the study finds, goes beyond acquiring new tools. It requires:

• Integrated systems that share data rather than operate in silos

• Governance models for data, content, and community

• A clear approach to value creation and monetization across diverse member segments

Artificial intelligence is another area of growing interest — and unrealized potential. While adoption is rising, most associations are still using AI primarily for content drafting, rather than for strategic insight, forecasting or decision support. Without stronger data governance and clearer objectives, AI’s impact remains limited.

Labor: The Budget Line That Keeps Getting Harder to Manage

If uncertainty defines the macro environment, labor complexity defines the day-to-day reality for many planners. Initial findings from the Event Labor Study, which PCMA conducted with Encore, underscore just how central labor has become to event budgets — and how challenging it is to manage effectively.

On average, 32% of total event budgets are allocated to labor, making it the single largest friction point in budget management. Most organizations rely on a mix of internal teams, venue labor and AV or production staff, with no one-size-fits-all approach. Event type, location, scale and regional regulations all influence sourcing decisions.

While many respondents, particularly those with 15 or more years of experience, express confidence in planning and scheduling labor, the study reveals significant knowledge gaps beneath that confidence. Fewer than half feel knowledgeable about regional labor requirements or union protocols, and only 40% feel comfortable using technology tools to manage labor. Excel spreadsheets remain the dominant planning tool.

These gaps can have real financial consequences. Respondents shared examples of unexpected union requirements or overtime fees surfacing days before an event, adding tens of thousands of dollars to final costs. Such surprises not only strain budgets but also undermine planners’ credibility when reporting results to leadership.

Coordination is another challenge. Managing multiple labor sources — venue teams, AV crews, contractors and specialized digital experience staff — can lead to overlapping roles, inefficiencies, and competing priorities if not addressed early in the planning process.

A Common Thread: Integration, Storytelling, and Community

All three studies share a theme: fragmentation is the enemy of agility. Whether it’s disconnected technology platforms, siloed data or labor planning handled in isolation, complexity slows decision making at a time when speed and clarity matter more than ever.

Equally clear is the growing importance of storytelling with data. Planners are sitting on vast amounts of information — from attendance patterns to cost trends to engagement metrics — but success increasingly depends on how well they translate that data into narratives that demonstrate value, justify investment and guide strategic choices.

There also is a strong undercurrent of optimism rooted in community. Despite rising pressures, event professionals continue to look to one another and to industry associations for benchmarks, best practices, toolkits and shared learning. The hunger for practical resources reflects an industry that understands the challenges ahead, but believes collaboration is the path through them.

In a wobbly world, the future of meetings will belong to those who simplify where possible, integrate intentionally, and invest not just in events, but in the strategic capabilities behind them.

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