Manuela Šola：我会废除“参与度”一词——欧洲百大活动机构领袖访谈录

Our nascent list of the top 100 event agency leaders across Europe doubles as an industry compass, showing the future trajectory of events and conferences. The outstanding individuals on the list keep a keen eye on the pulse of the times. Manuela Šola, Founder of PR agency Komunikacijski laboratorij, ranked #68 on the list, discussed what remains beyond AI, what agencies from smaller markets bring to the table and why sustainability should be built into the brief and budget.

Q1: The Top 100 European event agency leaders list has provided a who’s who of the events industry for the first time. How do you see this recognition, and what does it mean for your agency?

I see this recognition primarily as confirmation of our team’s expertise, judgement, and commitment. It places Komunikacijski laboratorij in a European context and shows that strong strategic thinking and delivery can be recognised regardless of market size. Its value is not simply visibility. It strengthens our ambition to be the partner clients involve before a format is chosen, a risk becomes a problem, or an important decision is made. Our role is to understand the business context, anticipate what matters and create measurable value for organisations and their stakeholders.

Q2: Live events seem to be the buzzword of 2026. With the industry going from strength to strength, how do you see the future of events?

Live events are becoming more relevant because, in an increasingly automated and fragmented world, direct human connection matters more. At the same time, audiences are more selective, so presence alone is no longer enough. I see the future of events evolving from stand-alone experiences into strategic platforms for knowledge, trust and community. Technology will improve personalisation, production and measurement, but the decisive question will remain human: did the event help people understand something better, build the right relationships or make a more informed decision?

Q3: How are economic and political turmoil, rising production costs and ambitious client expectations affecting your agency’s business model?

These pressures are making the consulting dimension of our work more important. Clients cannot afford activity without a clearly defined purpose, so our work increasingly begins with prioritisation: what problem are we solving, whose trust matters and what outcome would justify the investment? Rising costs also require discipline. Premium production is not about spending more, but knowing where quality creates value and where complexity can be removed. This is moving our business model towards long-term strategic partnerships and earlier agency involvement in decision-making.

“What remains beyond AI is accountability, empathy, negotiation, leadership and the ability to recognise reputational nuance and build trust.”

Q4: Artificial intelligence is rapidly reshaping creative and operational processes. To what extent have you integrated it across your processes, and which jobs remain out of its reach?

We use AI across research, synthesis, ideation and selected operational processes. Its value lies in speed and in helping teams test more possibilities before deciding, but the quality of the result still depends on the question, context, and judgement applied afterwards. The opportunity is not simply to do the same work faster, but to use the time gained for better analysis and sharper advice. What remains beyond AI is accountability, empathy, negotiation, leadership and the ability to recognise reputational nuance and build trust.

Q5: Sustainability has become both a strategic responsibility and a measurable business criterion. How is your agency translating environmental commitments into concrete results and accountability?

Sustainability becomes credible when it influences decisions, not only messaging. In event planning, that means considering the format, materials, travel, production, suppliers and future use of every asset from the beginning. We work with clients and partners to reduce unnecessary production, optimise logistics and create elements that can be reused. Sustainability should be built into the brief and budget, not added as a final communication layer. Accountability also requires honest measurement and transparency about progress, results and remaining compromises.

“Expertise, creativity and delivery quality are distributed far more widely than opportunity, and agencies from smaller markets often bring adaptability, cross-market understanding and strong problem-solving skills.”

Q6: How does your event agency attract and retain young talent?

Young professionals are attracted to organisations where they can learn, contribute and understand the purpose behind their work. A strong employer brand starts with the actual employee experience, not external presentation. We focus on mentorship, knowledge sharing and early exposure to real responsibility, supported by senior colleagues who provide context and guidance.

Retention is built through trust, meaningful development and a culture where different perspectives are taken seriously.

The best learning is reciprocal: experience provides judgement, while younger colleagues bring new tools, behaviours and expectations.

Q7: If you could enter a time machine, what would you advise yourself when you first started in the events industry?

I would tell myself to protect time for thinking and not confuse constant activity with progress. Early in a career, it is tempting to accept every opportunity and solve every issue personally, but focus, delegation, and clear standards create more sustainable growth. I would also advise myself to build long-term relationships, because trust compounds and the people with whom we share values shape the quality of our work. Finally, I would remember that uncertainty is not temporary; the goal is to develop the judgement, curiosity and resilience to respond well.

Q8: If you had to single out one event from your portfolio, which would it be and why?

Without hesitation, I would choose Future Tense, our internationally recognised conference dedicated to futures thinking and the future of business. Since 2018, it has brought global experts, business leaders and innovators together to explore changes shaping leadership, technology, work and society. It reflects our belief that an event should connect people, bring knowledge into the business community and help organisations think one step ahead. I am also proud of Zagreb Health Week, a new city-wide wellbeing and longevity initiative we have just delivered for the first time. Designed as a long-term platform rather than a one-off event, it connects citizens, healthcare professionals, institutions and partners around healthier lifestyles and preventive healthcare. We will continue developing it to create lasting social impact alongside business value.

“A metric that is not connected to an objective tells us very little. The uncomfortable truth is that an event can be flawlessly produced and widely shared, yet still fail to create meaningful value.”

Q9: Which industry buzzword would you permanently ban, and what uncomfortable truth should event agencies start discussing instead?

I would retire the word ‘engagement’, at least when it is used without definition. It can mean anything from attendance and applause to social interaction, lead generation or behavioural change. A metric that is not connected to an objective tells us very little. The uncomfortable truth is that an event can be flawlessly produced and widely shared, yet still fail to create meaningful value. We should discuss what happened afterwards: whether trust was built, knowledge was applied, or a decision was enabled. Only then can we move from reporting activity to evaluating impact.

Q10: Does Europe genuinely operate as one event market, or do outdated divisions between established Western markets and “New Europe” still influence budgets, visibility and access to opportunities?

Europe is increasingly connected, but it does not yet operate as a completely level market. Differences in budgets, visibility, established networks and perceptions of market maturity still influence access to opportunities. At the same time, the division between ‘established’ and ‘new’ Europe is becoming less useful. Expertise, creativity and delivery quality are distributed far more widely than opportunity, and agencies from smaller markets often bring adaptability, cross-market understanding and strong problem-solving skills. Europe will be stronger when it treats geography as context, not as a proxy for capability.

Learn more about Komunikacijski laboratorij here.