Move, Postpone, or Cancel? A Planner’s 5-step Playbook
By Ernie Smith, writing for Eventmobi
With war and the economy in the news, you don’t want to be stuck responding rashly to potential issues like rescheduling or cancellation. So, plan for the worst and hope for the best.
In a time of global conflict and economic stress, it can be difficult to figure out the right play for your event. After all, if it’s not one thing, it’s another.
Recently, a number of events meant to take place in the Middle East were stuck making tough decisions. Rotary International, for example, moved its 2027 event from Dubai to Barcelona. Société Internationale d’Urologie (SIU), meanwhile, transitioned its 2026 Congress from Abu Dhabi to Florence, Italy. In an email, SIU Congress Director Gerri-Lynn Sendyk said that, as tensions rose, strategic instincts took charge.
“While no organizer hopes to change destination plans, our priority was clear: protect attendee participation, preserve program momentum, and act responsibly toward all stakeholders involved,” Sendyk wrote.
It may be something happening halfway around the world. It may be a crisis happening down the street from the convention center. You may have three months to figure it out. You may have five minutes. How do you navigate?
Among other things, Dr. Tyra Warner, the chair of the Department of Hospitality, Tourism, and Culinary Arts at the College of Coastal Georgia, recommends leaning into tabletop exercises and scenario planning ahead of the big event. “It just helps you develop that muscle memory sort of to figure out what needs to be done if X, Y or Z happens.”
Warner, an expert on contractual issues in the event industry, points to two clauses as potential remedies: Force majeure, which removes liabilities from both parties in the case of extraordinary events, is perhaps the best-known.But Warner says that “frustration of purpose,” a situation in which the primary purpose for an event was disrupted or spoiled by an unforeseen circumstance, may also apply, allowing one party to exit a contract.
“It’s a very narrow doctrine, so it’s not one that’s probably gonna be used successfully a lot, but it’s definitely one that should be looked at in certain circumstances and fact patterns,” Warner says.
Even if you’re not immediately facing disruption risks because of global or economic conflict, it’s still worth having a pivot framework in your pocket. Check out our five-step plan for managing your event’s risk.
1. Monitor the news, both globally and locally.
Event planners looking to have a smooth event can’t just cross their fingers and hope for the best. Understanding the temperature among attendees, among members, and in the news cycle in general is an essential tool, even if it can feel a little doom-scrolly.
After all, a disruptive moment can happen at any time. SIU’s Sendyk was on vacation and caught the news about the United Arab Emirates in passing on a television set. It caused an immediate shift to SIU’s plans.
“In our world, you learn very quickly that even when you are ‘off duty,’ you are never entirely off duty,” she recalled.
Even local events, such as the situation in Minneapolis earlier this year, can prove disruptive. “Nobody wanted to touch it with a 10-foot pole or be associated with it,” Warner recalled.
But even smaller things, from weather to crime to construction, can prove potential issues. For organizations like associations, chapters may be able to help understand the regional dynamic. And don’t forget the convention & visitor’s bureau.
Warner admits that CVBs may be a little wary of sharing negatives about their city, but when asked directly about specific issues, “I think they can be a really good resource.”
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Photo Credit: Gemini