By Joel Edmondson, VMA CEO
In my most recent edition of Meditations on Venue Management, I wrote about the central importance of networks to the success of an increasingly interconnected venue management industry. This is a deep and multifaceted concept that relates not only to our own personal and venue networks across the industry, but also to how the internal workings of our venues require collaboration across operational silos. It’s this latter meaning that I will focus on here.
But as much as this idea might resonate while reading an article like this, it’s easy to get caught up in immediate concerns. From managing tight schedules to addressing the ever-evolving needs of clients and audiences, the focus is often on getting through the next event. Yet, as an industry, we’re increasingly being challenged to think bigger and to collaborate more effectively. This is where the wisdom of Peter Senge’s The Fifth Discipline: The Art & Practice of the Learning Organization becomes invaluable.
Published over three decades ago, Senge’s book remains a cornerstone for leaders who want to build organisations that thrive in complexity. Systems thinking is a very important idea that has great relevance to venue management, because every venue is a system of interconnected parts. Understanding how these parts influence one another—and how to align them toward shared goals—is the key to sustainable success.
Systems Thinking in Venue Management
At its heart, The Fifth Discipline champions the concept of systems thinking, which encourages leaders to see the big picture rather than focus solely on isolated problems. For venue managers, this means recognizing how various aspects of the business—ticketing, staffing, maintenance, marketing, community relations, and beyond—interact in ways that aren’t always obvious. For instance:
- Audience Experience and Staff Wellbeing: The quality of the audience experience is directly influenced by the morale and training of front-line staff. Neglecting one impacts the other, creating a ripple effect that might not be immediately apparent.
- Revenue and Sustainability: A venue’s ability to generate revenue isn’t just about the events it books; it’s also tied to its environmental footprint, community relationships, and long-term planning.
- Collaboration with Promoters: The partnership between venue managers and promoters can either create synergy or friction. Systems thinking encourages venues to identify shared goals that drive mutual success, rather than focusing solely on transactional relationships.
Building a Learning Organisation
Senge describes five disciplines essential for creating a learning organization: systems thinking, personal mastery, mental models, shared vision, and team learning. Each of these offers valuable lessons for venue management:
- Personal Mastery: Venue leaders must continually strive to develop their skills, from conflict resolution to strategic planning. A commitment to personal growth creates ripple effects throughout the team.
- Mental Models: These are the deeply ingrained assumptions and beliefs that shape how we interpret the world. In the venue industry, outdated mental models might include assumptions like “venues and promoters will always be at odds” or “change is too risky.” Identifying and challenging these can open new possibilities.
- Shared Vision: A compelling vision inspires teams to work toward common goals. For venue managers, this could mean uniting staff around a commitment to excellence in customer service, environmental responsibility, or fostering community engagement.
- Team Learning: In the fast-paced world of venue management, fostering a culture of open dialogue and shared learning is essential. When teams learn together, they develop the capacity to adapt to new challenges more effectively.
- Systems Thinking: As the fifth discipline that ties everything together, systems thinking allows venue managers to address challenges holistically. For example, if an event underperforms, rather than simply blaming marketing, systems thinking prompts leaders to examine how scheduling, pricing, or customer feedback might also have played a role. We also need to think beyond the immediate venue context, to the broader social or market factors influencing venue and event performance.
A Call to Action
Venue management is a uniquely dynamic and demanding field, but it is also ripe for innovation and collaboration. As the industry grapples with emerging challenges—from economic uncertainty to climate change to shifting audience expectations—there has never been a better time to embrace the principles of The Fifth Discipline. By thinking systemically, developing learning cultures, and aligning around shared goals, venues can future-proof themselves and unlock new opportunities.
Peter Senge’s insights remind us that thriving in complexity requires more than quick fixes; it demands a shift in how we think, work, and lead. For venue managers, this is both the challenge and the opportunity of our time.
Discussion Questions
- How does your venue approach collaboration across departments and with external partners?
- What steps can you take to foster a culture of learning in your organisation?
- In what areas might systems thinking reveal new opportunities or solutions in your venue?
As we work toward the future of venue management, let’s draw on the timeless wisdom of thinkers like Senge to guide the way forward. After all, the best venues don’t just manage events—they build resilient, innovative workplaces that are meaningfully connected to the world around them.