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About ABPM

Comprised of Fortune 500 Member Companies from around the globe, ABPM champions and provides resources for the development of briefing programs and professionals as strategic resources vital to the success of their organizations. If your organization has a briefing program or is evaluating the benefits of creating one, we encourage you to join our community. Just look at comments from current ABPM members to see how you too can benefit from membership.


  • DATA DUMP or DISCUSSION? by Elizabeth Simpson, COO, ABPM

    • Friday, September 16, 2016
    • admin

    Over the many years Roxanne and I have had the privilege of working with briefing teams, we've witnessed the powerful impact your programs have on business relationships with your enterprise customers and on their purchase decisions. Many things have changed over the years with regard to the way you operate your programs; everything you now do is much more strategic and complex. However, one thing has not changed. The impact of the Discussion Leader on the success of the briefing.

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  • TODAY'S DISCUSSION LEADERS: PRESENTERS AND MORE! 4th In a Series of "5 Things We Are Still Getting Wrong" By Roxanne McCreery, President ABPM

    • Friday, August 19, 2016
    • admin

    Mainly, as an industry, we are getting the language and the execution right on this topic.  I seldom hear the word “presenter” used anymore.  Your programs are doing a lot to ensure that briefings are truly dialogues.  Large slide decks are discouraged.  Most briefing rooms have white boarding elements (“smart” or otherwise).  Additional rooms, less formal and often smaller, are designed to encourage easy conversation.  There's a real emphasis on this practice of collaborative dialogue and a real understanding that the customer wants to be heard.  

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    • Monday, June 27, 2016
    • admin

    How much time does YOUR senior management team spend in meetings? Are they wasting their time in meetings? Executive time is one of the most precious resources in any company. It's critical to spend it wisely. According to researchers at Harvard Business School and the London School of Economics, the typical senior manager spends more than a third of their working week (18 hours) in meetings. What happens if those meetings are poorly managed?

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