Major events – Getting it right
We are starting to see funding and investment announcements for the 2032 Brisbane Olympic Games. This is an exciting time as our city and country prepare to be on the world stage once again.
Bdna is proud to have worked on similar larger-scale events such as the G20 in 2014 and the Commonwealth Games in 2018 and looks forward to playing our part again.
A significant global public event typically results in the introduction of innovative technology for ‘first-time’ use. This tech could have long-term value, thus the challenge is to strike the right balance between the immediate needs of the event and the long-term value that may be achieved.
What have we learnt from working on projects of this scale?
Understanding the cultures
Everything behind the scenes must flow without impacting the events of the day. To execute this well, there needs to be a strong understanding of the culture and purpose of each organisation that is both taking part in the event and helping in its delivery. For example, police agencies are typically very structured with a strong hierarchy, while technology vendors are more dynamic with a low hierarchy. This becomes even more complex when introducing international security teams. Being clear about how each party communicates and makes decisions is essential to working harmoniously.
Engaging the right people
Making sound hiring choices can be the difference between success and failure. Aside from their technical or specialist expertise, teams must include individuals with excellent communication and outcome-focused mindsets. They need to handle pressure well, be pragmatic and have a strong degree of flexibility with an adaptive approach. A team with a diversity of backgrounds and experience who also have these qualities means that as challenges arise, they will be easier to resolve.A structured approach
being made is what keeps events on course. In a sense, a large-scale public event (like the G20 or Commonwealth Games) becomes two entities: the organisational coordination and the event itself. It is important to remember this element of separation when designing the internal structures needed to deliver the event itself and not to lose sight of the main purpose – a clean, coordinated outcome. Planning, organisation and supporting systems need to be in place a minimum of six months out from the main event. The teams managing the event need to practice and then practice again, and then practice again. Repetition brings clarity and generates muscle memory. It increases the communication dynamics within the team and decreases the risk of failure.Time is fixed, reputation is not
Dates for these events are locked in years before. With budgets also fixed years in advance, that only leaves quality as the trade-off variable. The successful and secure delivery of an event is consistently linked to reputation. “Getting it perfect” isn’t always possible, so being able to problem solve in the moment while being conscious of the bigger picture is vitally important. This requires a clear focus on the main priority (the event) and helps navigate a path forward when trade-offs are necessary.Balancing the event and future benefits
It pays to keep future use and sustainability front of mind when designing and implementing any new systems. Although time and budgets are extremely tight, small additions or adjustments can sometimes result in the immediate solution delivering long term value. Pragmatism is also required to ensure that platinum options don’t over-ride the needs of the event. For example, introducing a human into the process rather than spending effort on automation., As long as the process is well understood and thoroughly adhered to, this can be a sound solution. Overall, when it comes to delivering a successful, memorable major event, ensuring a diverse and pragmatic team with a well-understood approach pays forward.
