At large corporate meetings, it is often tempting for the organisers to follow a “top down” approach, where managers and senior executives speak in a directive manner, while the participants play a passive role.

It is of course important to share and motivate everyone by celebrating results and successes achieved, or to clarify the company’s ambition and vision to give everyone clear direction.

The fact remains, however, that if these formats are repeated systematically, they can generate a feeling of boredom and disconnection among participants, who are excluded from the discussion. Large-group seminars are special moments, essential for everyone’s commitment, cohesion and motivation.

Ensuring clear and effective communication with all participants before, during and after the seminar can be a challenge, especially when the group is large.

Managers and organisers need to ensure that important information is conveyed to all participants in a timely manner, and that strategic directions are communicated and clarified to address any misunderstandings.

Lastly, the day’s proceedings must be well thought out and the objectives of the sequences very precise for each of the participants.

Participants’ expectations can vary considerably depending on their individual needs, preferences and expectations. As an organiser, how can we incorporate these expectations appropriately and ensure that the seminar meets the needs of the majority of participants?

Managing an event involving several hundred people requires meticulous planning in terms of reserving and preparing the space, managing timetables, passing on information and, above all, harmonising the event with the organising team (breaks, meals, activities, work sessions, etc.).

This is a sensitive point often raised by managers, who are often confronted at the last minute with rooms that are too small, with no adequate equipment or no amenities provided, resulting in wasted time and a lack of adjustment to the needs of the teams.

According to a Cairn article published in 2023, team building activities have become commonplace in the workplace, but their effectiveness in terms of team cohesion is being questioned.

The study reveals that these activities are often perceived as ridiculous, and can even create a sense of unease, in a constant call to “have fun”, and far removed from the objectives pursued by the teams. Today’s employees aspire to more spontaneity, to time for real exchange and sharing.

Example of gamification carried out during a seminar for over 300 people

A giant trivial pursuit, the board of which was reproduced in the seminar room using colour! The aim was to showcase the company’s entire innovation ecosystem.

A corporate foundation’s humanitarian innovation summit.

This exceptional event, which brought together more than 450 participants,

brought together partners and company employees to listen, discuss, explore and engage in ongoing collaboration to address specific humanitarian challenges.

The method?

• An interactive plenary session, with many humanitarian organisations talking about their experiences in the field.
• Identification of the challenges and needs of today and tomorrow in the face of these crisis situations
• A Blitz! session based on the Think Wrong method, in small groups, to generate ideas, explore issues in greater depth and move ‘solutions’ forward
• A selection of the most promising project ideas at the end of the summit to ensure follow-up

We encourage direct communication and work from the outset with all those involved in the seminar (managers, organising team, project managers for logistics, accommodation and transport, room coordinators, technical team, etc.) to understand and meet everyone’s needs and ensure the success of the event.