IMEX Frankfurt 2026 education track report
Design isn’t decoration—it’s strategy. It determines whether an event creates value, shifts behavior, and earns its place at the policy and budget table.
Design Matters speakers at IMEX Frankfurt 2026 showed that good design is good business, that sustainability and inclusion aren’t “nice to have”—they’re commercial levers. And originality comes from returning to first principles.
Intentionality is key: measure impact, build green and inclusive thinking into the brief and prove the value of bringing people together.
Key takeaways
1. Good design is good business—and the impact is set early on
Matthew Burgess, UK Design Council, argued that design drives the bottom line. European Commission research shows 80% of a product’s environmental impact is determined at the design stage. For events, that means building in sustainability from the start, aligning teams around shared KPIs and treating the brief as the highest-leverage moment.
2. Emotion is the strongest lever—design feel, then think, then do
Pigalle Tavakkoli, School of Experience Design, reframed behavior change, citing psychologist Daniel Kahneman: roughly 95% of decisions are driven by unconscious emotion. Start by shifting how people feel, then introduce logic—and define the intended transformation before generating ideas.
3. Originality comes from returning to origins
Sofya Abramchuk, Originate Institute, introduced her Originate methodology, inspired by the celebrated architect and designer, Antoni Gaudí. She encouraged event designers to learn from nature, culture and history: prioritize connection over capacity, create spaces for undivided attention like ancient Greek theaters, and measure legacy over decades—not yearly attendance.
4. Inclusion is a measurable business strategy
Charlene Liu, EMC Meetings and Events, drawing on LGBT MPA research, positioned inclusion as ROI. Diverse companies outperform peers financially by 25–36%. Inclusive organizations achieve better outcomes eight times more often. And 70% of workers say inclusion influences where they work. The challenge is translating inclusion into the metrics leadership already tracks.
5. Success is measured by change—not attendance
Michael Duignan, University of Paris, argued that the industry is a force for societal change but still measures itself using outdated metrics like hotel nights and attendance. Start with what people should do differently—and prove individual impact. Collective value will follow.
Key challenges
1. The industry lacks a shared language
Michael Duignan described events as a field rather than a discipline, with sectors—business events, festivals, sport and culture—operating separately. Without consistent economic classification, governments struggle to recognize the industry’s value (making COVID relief funding difficult in markets like the UK for example).
2. Inclusion baselines vary by region
During Charlene Liu’s session, a German attendee questioned whether inclusion is as embedded as US data suggests. Charlene noted differences: European conferences normalize accessibility features like silent headsets, while the US often relies on ADA (Americans with Disabilities Act) mandates. This makes comparisons across markets difficult.
3. Design risks becoming “washing”
Ruud Janssen, Event Design Collective, warned against “design washing”—where design becomes a surface-level theme without addressing trade-offs, ethics or implementation. He also highlighted “commercial capture,” where visibility favors those who can pay, while impact remains unmeasured.
4. One-size design doesn’t work across markets
Stefan Weil, Atelier Markgraph, shared a touring interactive installation that failed in Greece. Audiences there didn’t want to participate in the same way as those in Berlin or LA. The lesson: observe behavior locally rather than designing from assumption.
5. Scale can erode connection
Sofya Abramchuk warned that the scale of an event can dilute the sense of belonging that makes events valuable. Citing research that social exclusion registers as physical pain, she noted that in a room of 1,000 where only 50 connect, disconnection becomes the dominant experience.
Key opportunities
1. Measure in the moment—not after
Pigalle Tavakkoli recommended replacing post-event surveys with interactive opening and closing exercises that capture both baseline and change. Surveys often produce weak data; real-time engagement reveals more meaningful insight.
2. Use inclusion to expand markets and reduce risk
Charlene Liu noted that 87% of planners already incorporate inclusive design. The commercial upside: broader audiences, increased revenue and reduced destination risk. One attendee added that ROI language helps advance inclusion even in sensitive political contexts.
3. Borrow from other design disciplines
Alex McCorkindale, executive producer of the World Design Congress, highlighted tools like user journeys, touchpoints, and systems thinking from product and industrial design. Matthew Burgess pointed to a green design skills blueprint as a practical route to more sustainable events.
4. Use data to guide design decisions
Ruud Janssen introduced the Event Culture Analysis tool, based on 16,000 events since 2014. It measures indicators such as design maturity and inclusion. He cited Google case studies showing reduced design time and improved satisfaction scores.
5. Design for human connection technology can’t replicate
Stefan Weil argued that while AI recombines what exists, human creativity pushes further. Pigalle Tavakkoli added that unplanned, informal moments—created by leaving space in the agenda—are what make in-person events irreplaceable.
This report was created with the help of Snapsight.
