“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: “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. 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 those truths and think about how your association is handling them.
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.
This bonus truth is 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)
Association Brain Food 