When you’ve settled into a routine way of working and your stratagem has turned static, upscaling can feel like resistance. However, such resistance and aversion to change is what often precedes true development. As a modern event planner, one ought to keep consistently raising the bars. And hitting them. Bars that are raised but without practical effort amount to nothing more than another unchecked item on your company’s 10-year vision. Say you are an academic event organizer and hope to augment your presence and operations. The upper hierarchy has finally approved bigger, better events. However, you may find yourself constrained by limited resources and a fiscal inability to draw in more. You want to manage hundreds of thousands of abstract submissions for a mega event headlined by a prestigious educational institution. But you can’t afford to hire hundreds of new employees to manually sift through submissions that run in the 1000s. When event planners find themselves wanting to manage abstract submissions at scale, what do they do?Â
