More than 400 senior corporate event leaders from the UK, Germany and the US have highlighted a persistent obstacle to demonstrating event return on investment (ROI), in a new study titled The Big Experiment from ICEN, developed and supported by DRPG.
The research points to a consistent disconnect between the perceived strategic value of events and the ability to evidence that value, with the central challenge emerging not during or after an event, but in the planning that happens beforehand.
Study Methodology and Participant Profile
The Big Experiment drew on the experiences and perspectives of over 400 senior practitioners responsible for corporate events activity across three major markets: the UK, Germany and the US. All participants held senior roles, giving the study a leadership-level view of how organisations are approaching event performance and measurement.
ICEN, with support from DRPG, designed the project to examine how event leaders define success, what data they collect, and which internal processes help or hinder efforts to prove ROI. While the detailed breakdown of sectors and event formats was not disclosed, the findings focus on corporate events and business-focused experiences.
Perceived Event Value versus Proof of Impact
The study describes an industry that is confident about the value events deliver but less confident in converting that value into demonstrable metrics. Senior leaders reported high levels of belief in the strategic importance of live and hybrid experiences for their organisations, especially in areas such as engagement, relationships and communication.
However, the research indicates that this confidence does not always translate into robust measurement frameworks. Many respondents acknowledged that, although events are seen as critical business tools, they still struggle to express outcomes in terms that resonate with wider stakeholders, particularly when budget justification is required.
Barrier Identified in Pre-Event Planning
According to The Big Experiment, the core barrier to proving event ROI emerges before delegates ever arrive on site. ICEN’s analysis suggests that insufficient clarity in pre-event objectives and measurement criteria is limiting the industry’s ability to capture and interpret meaningful data later on.
In many organisations, the research found that event teams move quickly into delivery mode without fully aligning stakeholders on what success should look like or how it will be tracked. This lack of upfront agreement makes it difficult to link post-event data to business outcomes in a way that stands up to scrutiny.
Impact on Data Collection and Reporting
The Big Experiment indicates that when clear metrics are not established at the outset, data collection often becomes fragmented and reactive. Event leaders reported gathering large volumes of information, but not always information that maps directly to agreed business goals.
This misalignment leads to reporting that can be descriptive rather than strategic, focusing on attendance, satisfaction or engagement indicators without a direct connection to revenue, efficiency, behaviour change or other organisational priorities. The study highlights this gap as a key reason many teams feel they are not fully equipped to demonstrate ROI.
Differences across UK, Germany and US Markets
While the study spanned three major event markets, it presents a shared theme rather than contrasting national narratives. Event leaders in the UK, Germany and the US each reported similar tensions between belief in event effectiveness and difficulty in evidencing that effectiveness.
The Big Experiment positions this issue as systemic across corporate events in these regions, rather than isolated to any one country. The pre-event planning stage emerged as the common pressure point, regardless of geography.
Role of ICEN and DRPG in Industry Insight
ICEN developed The Big Experiment as a structured attempt to interrogate how corporate events are planned, measured and reported at senior level. DRPG supported the initiative, helping to shape and deliver the study to an international cohort of event decision-makers.
The project contributes to ongoing discussions in the business events community about how best to articulate the impact of live experiences in a data-driven environment. By concentrating on what happens before an event takes place, the study seeks to redirect attention to planning disciplines that can influence the quality and usefulness of post-event analytics.
Implications for Event Technology and Analytics
Although The Big Experiment focuses on strategy rather than specific tools, its findings intersect directly with event technology and data platforms. Measurement platforms, registration systems, engagement tools and analytics dashboards all depend on clear objectives and success indicators defined in advance.
The study suggests that even sophisticated technology stacks will struggle to deliver convincing ROI stories if they are not configured around well-defined pre-event goals. For technology vendors and production partners, this reinforces the importance of engaging with clients early in the planning process to ensure that data capture and reporting architectures are aligned with the outcomes stakeholders expect to see.
Continuing Focus on Evidence-Based Event Strategy
The Big Experiment positions the challenge of ROI not as a question of whether events work, but of how effectively their impact is framed and evidenced. By surveying more than 400 senior event leaders across the UK, Germany and the US, ICEN and DRPG have spotlighted pre-event planning as the critical stage where that evidence base is either strengthened or weakened.
The study adds to a growing body of work calling for closer integration between strategic objectives, event design and measurement frameworks, with a particular emphasis on decisions made long before an audience gathers in the room.
