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In a few weeks, I’ll keynote the Digital Now conference — it’s a get together of executives from major associations across the US.

I’ve spent quite a bit of time speaking to, and writing about, the association sector — check out the Association Trends section of my blog for more.

Deirdre Reed writes numerous articles for the association sector, and had this nice writeup on some of the issues I’ll cover in Orlando!

turtles-puttering-along-together

“The digitalNow conference is a great opportunity to get away for a few days to rethink everything in the company of curious association execs who don’t accept mere relevance.”

4 Truths About the Future of Associations
by Deirdre Reid

“Innovation” is such a buzzword now that I wouldn’t blame association execs for tuning out when they hear it. But I like Jim Carroll’s slant on it: “Innovation is all about adapting to the future.” Now, that’s something we can work with.

Jim Carroll is the opening keynote at the digitalNow conference which will take place in less than a month (April 21-23) in Orlando. The conference website says Carroll will talk about:

  • technologies and innovations that will affect association business models
  • strategies for reacting to these innovations with greater speed
  • challenges associations will face ahead

Innovating is not about surviving, says Carroll, it’s about thriving. Surviving, like relevance, is a low bar. Associations must aim higher—aim to thrive and become indispensable to their community.

Carroll lays down ten truths about the future. Let’s take a look at four of them and think about how your association is handling these truths.

The future is incredibly fast.

How can you, your staff and your board keep up? Can you adjust your business processes quickly? How long does it take to discover a need, develop a solution, and roll it out to your community?

Guillermo Ortiz de Zarate’s session at digitalNow, The Lean Startup Changes Everything, is bound to give us some ideas on how to experiment with and speed up program development. Get a sneak preview of his thinking in the white paper he co-authored with Elizabeth Engel: Innovate the Lean Way: Applying Lean Startup Methodology in the Association Environment.

The future involves a huge adaptability gap.

This one blew me away because it’s so true:

Earlier generations – boomers – have participated in countless change management workshops, reflecting the reality that many of them have long struggled with change. Gen-Connect – today’s 15 and under – will never think of <the> change management issue. They just change.”

Change management experts say it isn’t the actual change we resist, it’s the psychological transition we have to make to accommodate change, that’s the tough part. Adapting to change is a skill set, one you can teach your staff and your members. Today, knowing how to develop new skills is the most important skill of all.

The future is being defined by renegades.

Nearly two years ago, I wrote two articles for Avectra (now Abila) about for-profit online communities: The New Competition: For-Profit Communities with Deep Pockets, part 1 and part 2. Since then these “renegades” have become even more popular and profitable. They saw an opportunity to deliver value to markets long served by associations, and they went for it.

“Increasingly, the future of many an industry is being defined by industry expatriates. When a real innovator can’t innovate within a company, they step outside, form a startup, and spark massive industry change on their own. Before you know, they’ve reinvented you.”

Keep an eye on innovators and hold them close. What if associations had been part of these ventures? What if associations were agile enough to play the game at that level?

The future involves partnership.

How can you help your members—both professional and vendor members—become more successful? Associations have always declared themselves member-centric, but too often their perspective is inside-out rather than outside-in, as Anna Caraveli points out in her excellent book, The Demand Perspective. The value proposition has always been based on what the association says is valuable, not what members believe is valuable. Crazy, right?

Partnering means regularly listening to members (and non-members) and involving them in the early stages of discussions about value delivery—behaving like a real partner in their success. Don’t assume you know what members need, instead be guided by member behavior (data) and conversations for your direction.

To do this, you’ll have to schedule more member interaction than you’re used to, and not just interaction with the usual suspects, but interaction with “regular” members and non-members too. But think about all you’ll learn—they call this business intelligence for a reason.

Don’t ignore those other members—you know, the vendors, consultants, affiliates, associates or whatever you call them. Here’s what you should call them—partners. How can they help you become more successful and, in turn, how can you help them become more successful? What can you learn from each other? What access and resources can you provide each other?

Associations and their boards need to get over themselves and treat vendor members as partners in their success. You can help each other succeed if you get together and figure out how to deliver value to members in ways that help both of you.

The future requires rethinking value.

That one’s from me. Many associations are still struggling financially and would benefit from rethinking the whole non-dues revenue issue. Heck, rethink the whole value issue. If you’re struggling, it’s a sign you aren’t delivering value to your community. If you were, they would be joining, renewing, registering, sponsoring and buying.

The digitalNow conference is a great opportunity to get away for a few days to rethink everything in the company of curious association execs who don’t accept mere relevance. The speakers from outside and inside our industry poke at our assumptions and introduce us to new ideas. I can’t wait.

(Creative Commons licensed photo by Rennett Stowe)][

A clip from a conference for hundreds of health care executives in Orlando in December 2010 – I’m speaking to the issue of the rapid emergence of new careers – including the “location intelligence professional.”

Stretch your mind a little – location aware dashboards, health care alerts as to looming health care issues, and new forms of business analytics all of which provide real time insight based on location sensitive knowledge. This is a huge trend unfolding before our very eyes!

For more insight, read my post “Location is the new intelligence” which I wrote last April.

I was recently retained by Microsoft to provide a series of cross-country keynote presentations and workshops for the CEO’s, CFO’s and CIO’s of key clients. I was asked to provide my insight and observations on the future of digital business. In addition, my customized presentation examined issues of corporate portals and business intelligence, as two distinct examples of effective technology use. I wrote the attached article subsequent to the event, which was distributed to Microsoft’s clients. [ adobe.gif article

A lack of courage in I/T?
February 5th, 2003

I spoke at the first of a series of 10 Microsoft events yesterday; a workshop and customer session focussing on the opportunities of business intelligence/corporate portals. One of my points when talking with people is suggesting that when it comes to the world of I/T, a lot of people have lost their motivation to try something new. A wide variety of very sophisticated technology has emerged in the last few years, but few folks seem to be willing to stick their necks out to implement it. It’s a point that I alluded to in my brochure topic on “innovation.” Read the quote below.

“A lot of people stuck their neck out in the 1990’s and tried out new ways of doing business, new technologies, and innovative methods of dealing with markets and customers. Yet many of those efforts have collapsed in spectacular fashion due to the dot.com/technology meltdown. A dangerous new sense of complacency has set in. Innovators must now hang their head in shame, and the nervous nellies who dared not innovate reign supreme! Organizations must bring back the courage to innovate – otherwise, current attitudes will settle in like a wet sponge, smothering any chance for new innovation. Innovators need to be put back on a pedestal – and should be encouraged to help analyze what actually went right during the crazy 90’s!

[ adobe.gif Jim’s “innovation” brochure ]

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