As we enter a new year, meeting and event planners are shifting their priorities, analyzing what worked last year and what didn’t and wondering what the new year will bring. What are attendees wanting now? Have their expectations changed?

We talked to two industry insiders about how they view 2026. And they found that personalization and connection are key…

Paul Van Deventer
President & CEO, MPI

Adaptability and an eagerness to learn essential new skills in our quickly evolving business landscape are more important than ever. This is especially true for professionals who are intent on ensuring their events continue to deliver engaging experiences as the wants and needs of their attendees and stakeholders evolve.

The good news: MPI’s quarterly Meetings Outlook research reveals a business events industry on a positive trajectory entering 2026 as event professionals have successfully adapted to the macro-economic challenges and uncertainty most experienced in 2025. With the unwavering demand for in-person events, I’m optimistic that this momentum will continue in the year ahead.

As event professionals strive to meet the needs of their myriad stakeholders and increase the focus on events-centered community and engagement, MPI, too, is laser focused on these issues. Vibrant communities of engaged professionals will always be the foundation of a healthy and robust global meeting and event industry.

I’ve seen firsthand — and have heard from countless professionals, both veterans and newcomers alike — the value of the industry-leading professional education and diverse community created and supported by MPI, all of which will propel the industry’s future.

AI everywhere

One area where astute planners must remain flexible and able to continually adapt: technology. With, of course, the most widespread and dominant tech change agent in our industry at this moment being artificial intelligence (AI).

In fact, the percentage of event professionals using AI tools has grown by 60% since late 2023. MPI’s Meetings Outlook research earlier this year found that the percentage of respondents who say they use AI regularly has nearly doubled (from 22% to 43%). Meanwhile, in that same time frame, the percentage of event professionals who say they never use AI has fallen nearly two-thirds (from 48% to 17%).

Yet, of those who currently use AI, less than half rated their ability to leverage the tech to help deliver meaningful experiences and events as “good” or “excellent.”

As the prominence of AI has grown, I’ve repeatedly heard, “If you fail to learn how to use AI, you won’t be replaced by it, you’ll be replaced by event pros who know how to utilize it.” So, while I certainly expect the influence and use of AI to grow across this industry even more in 2026, event professionals will require continually evolving education in order to maximize the efficiencies and benefits of AI while reducing the potential pitfalls.

Foreseeing the impact of AI, in 2024, the MPI Academy launched the AI Enhanced Event Professional certificate — a hands-on educational program that empowers meeting professionals to lead the future of events by leveraging AI-driven tools and strategies to design impactful, immersive and tech-forward experiences.

And this year, we expanded on this important focus with the AI for Event Sales certificate program to equip event professionals with the tools to integrate AI into every stage of the sales cycle, enhancing lead generation, client communication, proposal development and data-driven decision-making.

The growing importance of in-person events

Curiously, this tech boom — from the increasing prevalence of AI in our personal and professional lives to the growth of remote work and virtual communications in recent years — intersects with face-to-face meetings in a very unique way that expands the value proposition of convening in person.

Enter the “Milli Vanilli effect” — a cultural backlash to widespread AI-generated content in which people seek out authentic, in-person experiences and interactions. After all, interacting with others on a face-to-face basis is the ultimate way to ensure you’re dealing with a real, genuine human rather than a chatbot.

Even though younger professionals — digital natives — use AI the most among the various generations working today, they actually trust it the least, according to research from Freeman, George P. Johnson and others. Face-to-face builds trust in ways that remote experiences and communication simply cannot — and that’s a truth applicable to every generation.

A community for 2026 and beyond

That’s a glimpse of where we see the meeting and event industry headed in 2026 and the steps we’re taking to ensure the success of this wonderful global community. But it’s important that you’re engaged and involved, too! Whether that’s by taking advantage of our education and networking offerings at industry events such as IMEX Smart Monday, MPI’s own annual gatherings — the World Education Congress, European Meetings & Events Conference or theEVENT — or by becoming an MPI member and helping to empower your local community through one of our nearly 70 chapters and clubs worldwide, our mission is clear. Because when we meet, we change the world.

Annette Gregg
CEO, SITE & SITE Foundation

Every year, the Incentive Travel Index (ITI) offers something close to a mood check for our industry, a pulse reading on what motivates people, what is shifting in buyer behavior and how incentive travel continues to redefine its place in the world of work.

The 2025 edition, produced by SITE and the Incentive Research Foundation (IRF), in partnership with Oxford Economics, drew responses from over 2,700 professionals across 90 countries. That scale of participation confirms the ITI as the most authoritative and comprehensive annual survey of the global incentive travel marketplace.

And the mood? Still upbeat, but definitely evolving.

Incentive Travel: Stronger Than Ever, But Not Static

Incentive travel continues to hold its place as the most powerful motivator for top performers. Across every respondent group, buyers, suppliers, DMCs and DMOs, the consensus is clear: the value of incentive travel remains rock solid, even as the business of delivering it becomes more complex.

Nearly half of all business event activity worldwide is now classified as classic incentive travel. That means the sector has not just recovered but is continuing to expand its share within the broader business events ecosystem.

Budgets are not shrinking either. The majority of respondents expect to increase spend per person in both 2026 and 2027. These increases are not just to keep up with inflation but to elevate quality. Buyers are investing in better hotels, upgraded dining, richer cultural or adventure activities and longer program durations. The post-pandemic emphasis on “value” has matured into a focus on “experience quality.” Incentive travel is not merely back, it has leveled up.

The Generational Hand-off: From Presidents’ Clubs to Pop Culture

One of the most intriguing findings from this year’s ITI comes from a deliberately provocative statement posed to respondents: Younger generations of qualifiers would rather see Taylor Swift than Hawaii.

Thirty-nine percent of respondents agreed that they would, 30% were unsure and 32% said they wouldn’t — so a net of 7% of respondents did indeed agree that “Younger generations of qualifiers would rather see Taylor Swift than Hawaii.”

While few respondents believe the beach has truly lost its allure, the responses to this question uncover a deeper truth. For Millennials and Gen Z, shared cultural experiences can carry as much emotional weight as a tropical resort. The idea of “once-in-a-lifetime” has expanded to include pop culture milestones and collective emotional moments.

For these younger qualifiers, experiences that are personal, relevant and authentic matter most. They want trips that reflect their worldviews and identities. The data also indicates that they are more likely to decline an incentive trip if the destination or design clashes with their personal values. This signals a significant generational shift. The new wave of participants is looking for meaning and alignment, not just indulgence.

So while the beaches of Hawaii still beckon, the music festival, the exclusive concert or the community impact project might now stand alongside them in the incentive planner’s toolkit. The implication is not to abandon traditional luxury, but to layer it with cultural resonance and emotional connection.

The New Motivators: Meaning, Connection and Care

The 2025 data tells a clear story: incentive travel is no longer viewed solely as a prize for performance, but as a strategic element in human capital management. More than 60% of end-user respondents say their incentive travel programs are now somewhat, or fully, integrated into their organization’s HR and employee-experience strategy.

This alignment marks a cultural shift. The incentive trip is no longer the end point of a sales contest; it has become part of a broader engagement and recognition ecosystem. It supports retention, well-being and a sense of belonging. It strengthens workplace culture by creating emotional connections between company leaders and employees.

The demographic diversity of qualifiers is also increasing. Programs are welcoming a more balanced mix of genders, generations and geographies. This evolution is changing the social chemistry of incentive groups. Programs that once skewed heavily male and sales-focused are now more inclusive, diverse and multidimensional.

This broadening of participation also means that program designers must account for a wider range of preferences and expectations. Some participants seek relaxation and downtime, others crave adventure or social impact. The most successful programs now deliver multiple pathways to engagement rather than a single formula.

Destinations: Familiar Names, Fresh Dynamics

The Caribbean, Western Europe and Mexico are the top three regional destinations for North American buyers for 2026 and 2027, with Canada and South America climbing impressively. Yet, what stands out in this year’s Index is less where people are going, but why they are choosing those destinations.

Safety remains the number one “must-have” consideration, encompassing health, personal security and geopolitical stability. The biggest disqualifiers are political risk, extreme weather and difficult air access. In an increasingly unpredictable world, reliability and perception of safety are as valuable as beauty or prestige.

At the same time, for North American buyers, there’s a marked increase in the use of destinations that are a shorter distance from the participant’s origins and also of all-inclusive resorts. Both are being chosen for ease of organization, improved quality and predictable budgets. They also suit the current appetite for social connection, allowing participants to stay together in contained, high-quality environments.

Innovation in destination selection is also evident. Roughly one-third of all incentive programs planned for 2026 and 2027 will take place in destinations that have not been used by the same organization in recent years. The appetite for novelty, exploration and storytelling remains strong.

AI Joins the Planning Committee

For the first time, ITI explored how artificial intelligence is being used in incentive travel planning. The findings reveal that AI has quietly but rapidly entered the workflow of agencies, suppliers and corporate buyers.

A majority of respondents report using AI for destination research, budgeting and content creation. Tools such as ChatGPT, Microsoft Copilot and Canva Magic Studio are being used for everything from drafting invitations and post-event reports to optimizing budgets and personalizing participant communications.

However, relatively few respondents report using AI for risk management, sustainability tracking or predictive modeling. These areas may represent the next frontier as the technology matures. The overall picture is one of cautious experimentation rather than wholesale adoption, but the trend is unmistakable: AI has become a behind-the-scenes collaborator in the incentive planning process.

Pressures and Priorities

When asked about short-term challenges, respondents placed rising costs, talent retention and geopolitical instability at the top of the list. Longer term, sustainability and climate change climb sharply in importance, especially for non U.S. buyers, alongside the need to align incentive travel with the evolving expectations of the workforce.

Another consistent theme is financial pressure. Agencies in particular report that margins are under strain, even as client expectations grow. The ITI’s new line of questioning on pricing models revealed a shift toward hybrid and open-book approaches, reflecting a broader demand for transparency. Clients increasingly want to understand how their investment translates into impact and value.

The survey also highlights ongoing logistical challenges, from visa complications to supply-chain delays and airlift limitations. Yet, the resilience of incentive professionals shines through. Despite the obstacles, the sentiment remains optimistic. Most respondents expect program volume to rise in the next two years.

So, Would Gen Z Really Pick Taylor Swift Over Hawaii?

Probably not. But they might prefer a trip that combines both — the concert experience and the paradise backdrop. The real point of that provocative question is not to suggest the end of traditional group incentive travel, but to emphasize how the emotional center of motivation is shifting.

For a new generation of participants, the best reward is one that feels personal, relevant and purposeful. The magic lies not in the destination alone, but in how the experience makes them feel seen, valued and connected. The challenge for incentive professionals is to design programs that tap into these deeper motivations without losing the sense of celebration and wonder that defines the category.

The Industry’s North Star

Since its inception, the Incentive Travel Index has acted as the compass for our profession, combining data, dialogue and direction. It remains the definitive benchmark for understanding where incentive travel has been, where it is now and where it is heading.

As the global workforce continues to evolve, one truth holds steady: nothing motivates quite like travel. But what counts as motivating is changing fast. The ITI gives us the insight we need to keep pace with those changes and to build programs that are both inspiring and inclusive.

Incentive travel has always been about more than luxury. It is about recognition, connection and transformation. As we adapt to new generations, new technologies and new values, the power of shared experience remains our strongest asset. Whether it is a Taylor Swift concert, a rainforest trek or a rooftop dinner in Paris, the heart of incentive travel is still the same: bringing people together to celebrate what they have achieved and to remind them of what is possible.

The bottom line, when it comes to creating any meeting or event, planners need to keep their attendees in mind and ensure they are catering to their needs. Offering them opportunities to network, collaborate and give back is key. Also staying adaptable in today’s ever-growing reliance on AI is also paramount. C&IT