When event attendees take over, the organiser’s role evolves from a script writer to a director. Photo Credit: Adobe Stock/Rehan (AI generated)
If you have been to an event without a fixed agenda, speakers or schedules, and where participants were free to suggest ideas on the day, then you will have a good idea of the ‘unconference’ format. It is where attendees get to shape the agenda in real-time, with an emphasis on peer-to-peer learning and co-creation.
The ultimate tailored experience
It is not a new idea, but one that is gaining in popularity in the business events community, as attendees look for more collaborative, dynamic and engaging experiences.
“The benefit of the unconference format is that it is the ultimate tailored experience at a time when clients are increasingly looking for unique, customised and memorable experiences,” said Christina Filan, director of operations at The Collective by BCD M&E. “The unstructured format is extremely influenced by the individuals in attendance and where the interest in content lies on a given day.”
Everyone, speak up
Filan added that unconferencing also offers an opportunity for everyone to have their voice heard through discussion and idea sharing.
“We have seen this is more engaging and has potential to leave a longer impact on the attendees,” she said. “There is also an added opportunity for networking between attendees.”
For Lorela Chia, managing director of Gr8 Dreams, the unconference format is part of a broader shift towards intimacy, personalised value co-creation and curation in the business events sector.
“The real shift is not from a pre-set agenda to an off-the-cuff one – it is from organiser-led curation to participant co-creation,” she says. “It’s a power shift in ownership of dialogue – that is the fundamental disruption.”
Unlearning the old
But there is a valid concern: whether participants truly have the strategic capacity for this level of curation. Participants vary in their ability to think beyond immediate interests and, left unchecked, discussions can be scattered, chaotic and/or superficial, Chia added.
“That is where the organiser’s role evolves,” she said. “It is no longer about being a programme builder, but a framework setter. Think of it as moving from script writer to director: the plot may evolve on stage, but the director ensures it makes sense and delivers impact.”
When this balance is struck, unconferencing can be transformative, tapping into collective intelligence and insights often missed by pre-set agendas that can be less spontaneous.
“Unconferencing can also bring more actionable insights that participants can walk away with and implement immediately, compared to traditional lecture-style conferences,’ Chia continued. “There’s also more strategic peer-matching compared to typical networking formats - when participants co-own the agenda, they co-own the outcomes. This means deeper buy-in, relevance and memory retention.”
Ordering the chaos
For unconferencing to succeed, it is important to make sure that the overarching content for the day is engaging enough to reach audiences in ways that might be unfamiliar. Instead of listening as a more passive participant, discussions and idea sharing can be exciting, however the unstructured format requires getting out of your comfort zone.
“While the structure should remain flexible, without a clear plan there’s a risk of getting off track - logistics such as space, time and tech can get messy without strong facilitation,” said Filan. “Additionally, it can be harder to measure impact by traditional metrics.”
To ensure that an unconference runs as smoothly as possible, Filan recommends the following. Set the tone early – let people know what to expect and how they can contribute and support session leaders. Bear in mind that not everyone’s a natural facilitator, so a little prep or guidance helps.
“Use tools to stay organised – digital boards or shared documents can help capture ideas and keep things on track,” adds Filan. “Make space for everyone; encourage quieter attendees to share too, maybe in smaller groups or through written input. And follow up – capture key takeaways and share them after so the good ideas do not get lost.”