Author: Association Activision, LLC.

Word Count – 531 – 3 ½ Minute Read

Today’s environment requires association leaders to cultivate a mindset that embraces complexity, fosters innovation, and drives forward-thinking strategies. Research shows that reading, travel, and meaning-making are powerful tools for achieving these goals. Julia Sloan’s insights in Learning to Think Strategically provide a valuable framework for understanding how to apply them.

The Transformative Power of Reading

Reading is more than a leisure activity; it’s a window into diverse perspectives and new ideas. By engaging with various texts—from fiction and biographies to industry-specific publications—leaders can broaden their horizons and deepen their understanding of human behavior, cultural trends, and organizational dynamics.

For associations, this expanded perspective can translate into innovative solutions to member challenges or fresh approaches to programming. For example, reading about emerging trends in other industries may inspire associations to adopt new technologies or rethink traditional membership models. Sloan’s emphasis on the cognitive growth necessary for strategic thinking underscores the importance of continuously feeding the mind with varied and challenging content.

The Insights Gained Through Travel

Travel offers an unparalleled opportunity to step outside familiar environments and experience the world through a new lens. Immersing oneself in different cultures, languages, and customs fosters empathy and adaptability—traits essential for effective leadership.

Consider an association executive who implements collaborative decision-making processes within their organization after visiting a country with a communal approach to problem-solving. Such experiences can lead to transformative initiatives that enhance member engagement and program relevance. Travel also cultivates a global perspective, allowing leaders to anticipate trends and opportunities that might go unnoticed.

Making Meaning of Experiences

The value of reading and travel lies not just in the activities themselves but in the ability to reflect on and integrate these experiences into strategic thinking. This process of meaning-making is at the heart of Sloan’s argument: strategic capacity is built through deliberate reflection and connecting ideas to actionable insights.

Leaders can develop this skill by setting aside time for journaling, discussing experiences with peers, or participating in workshops designed to translate individual learning into organizational impact. By fostering a culture that prioritizes meaning-making, associations can ensure that leaders and staff alike can navigate complexity confidently.

Practical Applications for Associations

To harness the benefits of reading, travel, and meaning-making, associations can take the following steps:

• Encourage a Culture of Reading: Create book clubs or reading lists that explore themes relevant to your association’s mission and goals.
• Promote travel as a Learning Tool: Provide opportunities for staff and board members to attend international conferences or cultural exchange programs.
• Embed Reflection into Strategic Processes: Incorporate structured reflection sessions into leadership retreats or board meetings to connect individual insights to organizational strategy.

Coda

Reading, travel, and meaning-making are more than personal enrichment activities; they are essential to strategic leadership and stewardship. By committing to these practices, association leaders can cultivate the curiosity, adaptability, and insight needed to navigate today’s challenges and seize tomorrow’s opportunities.

The time to act is now. Pick up a book that challenges your thinking, plan a trip to a place that inspires you, and take a moment to reflect on what you’ve learned. Your association’s future will thank you.

Word count – 404 / 2 Minute Read

The term “BANI” refers to a conceptual framework that describes the current state of the world as Brittle, Anxious, Nonlinear, and Incomprehensible. This framework can help associations and organizations navigate the complexities of the 21^st Century, especially in the context of significant political changes such as the new Trump administration and its cabinet appointments. Here’s how associations can apply the BANI framework.

1. Brittle
– Expectation: Policies and political decisions may be reactive rather than proactive, leading to sudden shifts that could disrupt established norms and practices.
– Preparation: Associations should focus on building resilience. This can include developing contingency plans, diversifying revenue sources, and fostering strong relationships with stakeholders to adapt quickly to changes.

2. Anxious
– Expectation: Uncertainty surrounding the Administration’s policies may create anxiety among members, stakeholders, and employees. Economic stability, healthcare, and social justice may be particularly contentious.
– Preparation: Clear communication will be essential. Associations should provide timely updates, resources, and support to help members navigate changes. Offering forums for discussion can also alleviate concerns and foster community.

3. Nonlinear
– Expectation: Outcomes from policy changes may not follow predictable patterns. An action taken by the Administration could have unexpected ripple effects across multiple sectors.
– Preparation: Associations should employ scenario planning to envision various potential futures. This helps prepare for multiple outcomes and allows agile responses to unforeseen events.

4. Incomprehensible
– Expectation: The rapid pace of information and the complexity of issues may lead to confusion and misinformation. This can impact public perception and trust.
– Preparation: Associations should prioritize transparency and clarity in their communications. Investing in education and training for members to help them understand complex issues can empower them to make informed decisions.

Additional Considerations
– Advocacy: Associations may need to engage more actively in advocacy, representing the interests of their members in the face of potential policy changes.
– Collaboration: Working with other organizations and coalitions can amplify voices and create a more muscular front in addressing the challenges any new administration poses.
– Innovation: In a BANI world, there is a need for continuous innovation. Associations should explore new ways to deliver value to their members, such as virtual events, online learning, and enhanced member services.

By understanding the BANI framework and preparing accordingly, associations can better navigate the uncertainties of a new political landscape and continue to serve their members effectively.

Word Count – 604 / 3 – Minute Read

Innovation is a buzzword in the association world, yet creating sustainable, impactful innovation remains elusive for many organizations. In their contribution to the book How to Create Innovation, Susanne M. Zaninelli and Stefan F. Diefenbacher provide a roadmap for moving beyond traditional approaches to innovation, highlighting strategies that resonate deeply with associations striving to find their place in our rapidly changing environment.

Zaninelli and Diefenbacher outline vital principles for fostering an innovation culture that aligns with an association’s purpose while adapting to external forces. These ideas are particularly relevant as associations navigate a world characterized by Brittle, Anxious, Non-linear, and Incomprehensible(BANI).

The Dual Mindset of Innovation

Zaninelli and Diefenbacher emphasize balancing two seemingly opposing mindsets: exploration and execution. Exploration involves curiosity-driven discovery, encouraging teams to question assumptions, embrace ambiguity, and seek new possibilities. Execution, on the other hand, focuses on disciplined follow-through, ensuring that innovative ideas are translated into actionable results.

For associations, this dual mindset is critical. Associations are stewards of tradition and mission, yet they must also be trailblazers, responding to new member needs, technological advancements, and societal shifts. Innovation flourishes when associations allow space for creativity while embedding structures that drive outcomes.

The Role of Leadership

Another insight from Zaninelli and Diefenbacher is the centrality of leadership in creating innovation. Leaders must not only set the vision but also model behaviors that encourage experimentation, learning from failure, and collaboration across silos. Associations are uniquely positioned to cultivate this kind of leadership, with boards, executive teams, and staff members all contributing to a culture that values continuous improvement.

Bridging Purpose and Innovation

Zaninelli and Diefenbacher underscore the need for organizations to anchor their innovation efforts in purpose. For associations, this means grounding innovation in the mission to serve members and advance the profession or industry while recognizing external forces and stakeholders. An association that innovates merely for novelty risks alienating its base, while purpose-driven innovation ensures that new initiatives resonate with members and stakeholders.

Practical Steps for Associations

Here are four actionable takeaways inspired by How to Create Innovation for associations to implement:

1. Embrace a Learning Culture
   Create opportunities for staff, volunteers, and members to engage in ongoing education and cross-disciplinary thinking. Encouraging curiosity and questioning existing processes can spark breakthrough ideas.
2. Test Small, Scale Fast
   Pilot new initiatives on a small scale to minimize risk while gaining valuable insights. If successful, these pilots can be quickly scaled to broader implementation.
3. Redefine Success
   Recognize that not all innovation will lead to immediate success. Celebrate the lessons learned from “failures” and use them as stepping stones for future efforts.
4. Focus on Member Impact
   Ensure every innovation ties back to member and stakeholder needs, preferences, and challenges. Use data and feedback to validate ideas and refine implementation.

CODA

As associations face a world of accelerating change, the principles outlined by Zaninelli and Diefenbacher offer a framework for turning disruption into opportunity. By fostering a culture of exploration and execution, cultivating leadership and stewardship that champions innovation, and grounding all efforts in purpose, associations can evolve to meet future demands while staying true to their core mission.

For association leaders and professionals, the time to act is now.Innovation is no longer optional—it’s essential. Let the insights of Zaninelli and Diefenbacher serve as your guide in this transformative journey.

This blog was inspired by the work of Susanne M. Zaninelli and Stefan F. Diefenbacher in the book How to Create Innovation. Their insights provide invaluable guidance for associations seeking to navigate the complex terrain of the 21st century.

Word count – 552 / 3 ½ Minute Read

In the 20th Century, associations thrived by addressing local or national challenges. Their missions were often grounded in regional needs, reflecting the realities of an era dominated by nation-state boundaries and localized economies. While this focus was sufficient for the time, the 21st Century demands a broader lens.

Globalization has transformed how organizations and individuals interact, collaborate, and compete. Borders are increasingly porous—not just for goods and services but for ideas, talent, and challenges. This shift requires associations to adopt a global perspective. Local impact will be a part of the effort, but associations must see the globalization of ideas, cultures, education, and knowledge to remain influential. Don’t be left behind.

The Reality of Global Interconnectedness

Today’s world is characterized by interdependence. Issues once confined to specific regions—such as labor force concerns, environmental degradation, and economic disparities—now reverberate globally. Associations, long viewed as champions of their constituencies, must engage in broader dialogues to effectively influence change. In a BANI world (Brittle, Anxious, Non-linear, and Incomprehensible), your worldview must be integral to moving forward and on top of current trends.

Key examples include:

• Climate Change: No single country can tackle this crisis alone. Associations must work across borders, forming coalitions to advocate for sustainable practices and influence global policy. Research-centered associations and Environmental organizations are not the only actors in this field. Denying climate impact on every aspect of our lives is to hide one’s head in the sand.
• Supply Chain Dependencies: The COVID-19 pandemic starkly highlighted how interconnected economies are. Associations in industries reliant on global supply chains must collaborate internationally to build resilience. Again, if this is not your primary mission, consider all the effects this issue had during the pandemic on your organization.
• Workforce Dynamics: Remote work and the global gig economy blur geographic boundaries. Associations must address members’ evolving needs by integrating international labor standards and cultural competencies into their strategies. The EU, China, and India are not disappearing and will play a more prominent role as the Century unfolds.

Moving from Local to Global

For associations to thrive in this environment, they must adopt strategies prioritizing global engagement while staying true to their core mission. Here are a few actionable steps:

1. Expand Collaborative Networks: Build partnerships with global organizations to share the next practices, pool resources, and advocate for universal issues.
2. Develop Global Leadership: Equip association leaders with cross-cultural competencies and an understanding of international dynamics to navigate this new terrain effectively.
3. Innovate with Purpose: Invest in technologies that bridge geographic gaps, such as virtual meeting platforms and multilingual resources, to foster inclusion.
4. Engage in Global Advocacy: Align policies and initiatives with global frameworks, such as the UN Sustainable Development Goals (SDGs), to amplify influence and impact.

The Future is Global

The shift from a local to a global perspective is not just a trend—it’s a 21^st-century reality. Associations must evolve to address the challenges and opportunities of globalization. By embracing this reality, they can remain vital forces for good, driving progress for their members and the world.

An association must underscore the importance of this transformation. Your insights and initiatives will inspire associations to think globally, act collaboratively, and lead boldly in the interconnected reality of the 21st Century.

Word Count – 569 / 3 ½ Minute Read

For decades, associations operated where predictability and stability were the norm. This environment fostered a linear approach to planning, rooted in the belief that historical data provided a reliable roadmap for the future. But as we’ve transitioned into the 21st Century, associations face unprecedented complexity and uncertainty. In this new era, traditional planning methods no longer suffice. The shift from linear planning to scenario-based forecasting and embedded foresight learning has become essential for associations to remain resilient and relevant.

The Comfort of Linear Planning in the 20th Century

Linear planning thrived in a world of incremental change, and the future often mirrored the past. Associations relied heavily on historical data to project membership growth, financial outcomes, and program success. The association’s annual strategic plans were built with confidence that the external environment would remain predictable enough to support long-term goals.

This method worked reasonably well when associations could count on gradual, predictable trends. However, this approach also fostered a “set it and forget it” mindset, often leaving organizations unprepared for sudden disruptions.

The Uncertainty of the 21st Century

The 21st Century introduced a host of new challenges: rapid technological advancements, shifting member expectations, economic volatility, and global crises. These factors created a volatile, uncertain, complex, and ambiguous (VUCA) environment where yesterday’s data no longer guarantees tomorrow’s outcomes.

In such an environment, linear planning falls short. It assumes a single, predictable future, leaving associations vulnerable to unforeseen disruptions. This rigidity has driven the shift toward scenario-based forecasting, a more dynamic and adaptive approach.

The Power of Scenario-Based Forecasting

Scenario-based forecasting allows associations to move beyond a single-path approach and instead consider multiple potential futures. By envisioning various scenarios—next-case, worst-case, and everything in between—organizations can prepare for numerous possibilities.

Here’s how scenario-based forecasting benefits associations:

1. Increased Agility: Associations can adapt quickly when the unexpected occurs because they’ve already considered alternative paths.
2. Enhanced Decision-Making: Leaders can make more informed decisions by weighing the impact of different scenarios.
3. Member-Stakeholder Centric Planning:Associations can remain relevant and provide meaningful value by anticipating member and the broader organizational stakeholder needs and expectation shifts.
4. Resilience: Organizations become better equipped to weather crises and seize opportunities in a fast-changing environment.

Practical Steps for Transitioning to Scenario-Based Forecasting

1. Identify Driving Forces: Consider the major trends and uncertainties that could impact your association, such as technological advances, regulatory changes, and social, cultural, or demographic shifts.
2. Develop Scenarios: Create a range of plausible futures based on different combinations of these driving forces.
3. Evaluate Implications: Assess the potential impact of each scenario on your organization’s goals, operations, and stakeholders.
4. Prepare Flexible Strategies: Develop contingency plans to pivot as circumstances evolve.
5. Foster a Culture of Adaptability: Encourage curiosity and flexibility among your leadership and staff to ensure your association can embrace change effectively.

The Road Ahead

The transition from linear planning to scenario-based forecasting represents a fundamental shift in how associations approach strategy. While it may require new tools, mindsets, and practices, the payoff is clear: greater resilience, relevance, and readiness to thrive in a world of constant change.

As Associations embrace scenario-based forecasting, they can move beyond simply reacting to disruptions and instead position themselves as proactive, forward-thinking foresight leaders. The future is uncertain—but with the right tools and mindset, it’s also full of possibility.

As we approach Veterans Day, it’s a poignant time to reflect on the sacrifices and contributions of our veterans. These brave individuals have dedicated their lives to serving our country, and we must honor their commitment not just on this day but throughout the year. Associations play a crucial role in this celebration, and there are many ways to demonstrate the value of veterans in our work.

Recognizing Contributions

One of the most impactful ways associations can honor veterans is by recognizing their contributions within the organization. These contributions can be made through:

• Spotlight Features: Highlight veterans in newsletters or social media, sharing their stories and achievements.
• Awards and Recognition Programs: Establish awards for veteran members, acknowledging their unique skills and experiences.

Creating Inclusive Opportunities

Associations can also create pathways for veterans to engage meaningfully in their work:

• Mentorship Programs: Pair veterans with emerging leaders in the field, fostering knowledge transfer and professional growth.
• Training and Development: Offer workshops that leverage veterans’ skills, such as leadership and teamwork, while providing opportunities for further education.

Community Engagement

Engaging with the broader community is another vital aspect of honoring veterans:

• Volunteer Initiatives: Organize community service projects that allow veterans to give back while fostering camaraderie among members.
• Partnerships with Veteran Organizations: Collaborate with local veteran groups to support their initiatives and create a support network.

Coda

This Veterans Day, let’s commit to celebrating our veterans and integrating their invaluable perspectives into our associations. By recognizing their contributions, creating inclusive opportunities, and engaging with the community, we can ensure that veterans feel valued and supported in all aspects of association work. Together, we can honor their legacy and continue to build a brighter future for all.

Adapting for Success in the 21st-Century Association Landscape 

In the 20th century, most associations operated with a traditional, hierarchical structure, where decisions were made from the top down and followed a linear chain of command. But in the fast-paced, interconnected world of the 21st century, this model often proves too slow and rigid. Today, associations are shifting toward networked structures that empower staff, members, and stakeholders to collaborate dynamically. Here’s what this shift means for associations and real-world examples illustrating how networked structures can lead to more substantial, more resilient organizations. 

Why Associations Are Embracing Networked Structures 

Associations today face unique challenges: rapid changes in technology, member expectations for real-time engagement, and increasing competition for time and attention. A hierarchical model, while orderly, can lead to bottlenecks, slow response times, and missed opportunities. Conversely, a networked structure facilitates agility, innovation, and adaptability by empowering individuals and teams at various levels to make decisions and take action within a defined framework. 

The shift to a networked approach means: 

• Enhanced Collaboration: Associations can unite members, staff, and volunteers across regions and roles to solve problems. 

• Improved Agility: Teams or departments can respond more quickly to emerging trends, making delivering timely resources and programs more manageable. 

• Increased Innovation: With more voices in the decision-making process, associations can foster new ideas and stay ahead of industry changes. 

Characteristics of a Networked Association 

1. Cross-Functional Teams: Employees and volunteers work in cross-functional groups, where each team is tasked with achieving a specific goal or handling a critical function. 

2. Empowered Decision-Making: Teams or individuals within the organization can make decisions within specific parameters, reducing reliance on top-down approvals. 

3. Focus on Collaboration and Communication: Information flows across teams and departments, ensuring everyone can access the necessary insights and resources. 

4. Adaptability: Teams can be reconfigured as priorities shift, allowing the organization to remain agile and responsive to new challenges or member needs. 

Association Examples of Networked Structures 

1. American Society of Association Executives (ASAE): Embracing Cross-Functional Collaboration 

ASAE, the hub for association management, has evolved its structure to support cross-functional collaboration. ASAE’s content teams, which include staff from multiple departments, work together on critical projects—such as developing member resources, organizing events, or creating content. By bringing together perspectives from membership, education, and marketing, ASAE enhances the relevance and impact of its offerings, ensuring resources meet member needs from all angles. 

2. Society for Human Resource Management (SHRM): The Agile Project Team Approach 

SHRM, a leader in the human resources field, has embraced a networked approach by organizing staff and volunteer leaders into agile project teams. For example, when developing new certification programs, SHRM relies on cross-functional teams that bring together experts in content development, marketing, and member engagement. These teams work in short cycles, iterating on program ideas and collecting feedback from members, allowing SHRM to introduce relevant, high-quality certifications aligned with industry trends. 

3. American Institute of Architects (AIA): Leveraging Member-Led Networks 

The AIA offers a strong example of how networked structures can empower members to lead and collaborate. AIA has developed a Knowledge Communities system where members can join groups based on their expertise and interest, such as sustainable architecture or small firm practices. These communities are member-led, with each group free to organize its events, resources, and discussions, allowing AIA to offer highly specialized content and networking opportunities that enhance member value without requiring central oversight. 

Advantages of a Networked Structure for Associations 

• Increased Relevance: A networked approach allows for content and programming more tailored to specific segments of the membership base, which is particularly beneficial for associations with diverse audiences. 

• More Responsive Decision-Making: Teams can act faster on feedback and new information without waiting for approval from top leadership, enabling real-time responsiveness to emerging trends. 

• Enhanced Innovation: Empowering members, volunteers, and staff to collaborate on problem-solving and ideation helps foster a culture of innovation, as new ideas can be tested and implemented more fluidly. 

• Scalable Member Engagement: Networked structures often facilitate member-led groups or communities, allowing members to engage more deeply and actively in association activities. 

Steps to Transition from a Hierarchical to Networked Structure 

1. Define Key Objectives and Boundaries: Set clear goals for each team or community, giving them autonomy within well-defined parameters. 

2. Build Cross-Functional Teams: Bring individuals from various departments to work on projects, allowing them to make decisions that align with the association’s mission and member interests. 

3. Empower Members and Volunteers: Give volunteer-led groups or committees the authority to decide on specific initiatives. For example, let a volunteer committee organize its webinars with branding and association standards guidance. 

4. Leverage Technology for Communication: Implement collaboration platforms like Slack, ZOOM, Asana, or Microsoft Teams to facilitate communication across teams and communities. 

5. Encourage a Culture of Trust and Accountability: Encourage open communication, trust in team decisions, and accountability measures that ensure alignment with organizational goals. 

Conclusion 

Shifting from a hierarchical structure to a networked one can unlock greater agility, creativity, and member engagement. By enabling staff, members, and volunteers to collaborate dynamically, associations can create more relevant, impactful programming and resources that keep them at the forefront of their discipline or industries. As we move into the next quarter of the 21st century, the associations that embrace these networked structures will be well-equipped to thrive in a fast-changing environment, serving as solid and adaptable pillars in their professional communities. 

Networked structures might seem like a bold shift, but as these association examples illustrate, they provide a flexible, resilient foundation for Success in the modern world. 

Over the following weeks, this blog will explore the changing environment between 20th-century traditions, orthodoxies, and 21st-century realities. This week, we will consider Lifelong Employment and Career Stability.

The employment landscape has significantly transformed from the 20th to the 21st century. This shift from lifelong employment and career stability to more fluid and non-linear career paths presents challenges and opportunities for associations. As association executives, understanding and adapting to these changes is crucial for staying relevant and effectively serving your members. It also pushes us to think of a BANI-driven world presented in an earlier blog.

The 20th-Century Tradition: Lifelong Employment and Career Stability

In the 20th century, lifelong employment was a cornerstone of many organizations. Professionals often spend their careers with a single entity, benefiting from stable employment, pensions, and a clear career trajectory. This stability fostered long-term membership in industry associations, allowing for strong, lasting relationships and consistent professional development.

Key Characteristics:

• Organizational Loyalty and Pension Systems: Many industries, such as manufacturing, government, and education, encouraged long-term employment by offering pensions, health benefits, and promotions tied to seniority.
• Social Contract: There was an unwritten “social contract” where businesses provided stability and security, and employees reciprocated with loyalty and long-term commitment.
• Government Policy and Cultural Norms: Policies like Social Security and the rise of labor unions contributed to long-term employment expectations, especially in the post-World War II era.

The 21st-Century Reality: Fluid and Non-Linear Career Paths

Today, the employment landscape is characterized by frequent job changes, career pivots, and the rise of the gig economy. This shift requires associations to rethink their strategies to attract and retain members who may no longer follow traditional career paths.

Key Characteristics:

• Shift to Knowledge Economy: The transition to a knowledge-based economy has led to more flexible employment opportunities, with technological advancements and automation reducing long-term, secure jobs in traditional sectors.
• Job Hopping and Career Pivots: Younger generations, especially millennials and Gen Z, change jobs more frequently, with the average tenure of a U.S. worker around four years.
• Decline of Defined-Benefit Pension Plans: The shift from traditional pension systems to 401(k) plans has reduced employee incentives to stay with a single employer for their entire career.
• Rise of the Gig Economy: Platforms like Uber, Fiverr, and Upwork have facilitated the growth of the gig economy, with a significant portion of the workforce engaging in freelance work.
• Emphasis on Lifelong Learning: Rapid technological changes require continuous skill updates, leading to more frequent career changes or pivots.

Implications for Associations

1. Dynamic Membership:
   • Adapt to Change: Associations must adapt to a more dynamic membership base, continuously attracting new members and retaining existing ones who may change industries or roles more often.
2. Diverse Professional Development:
   • Broaden Offerings: Offer a broader range of training and certification programs to cater to the diverse and evolving needs of members, including resources for career pivots, upskilling, and reskilling.
3. Flexible Networking Opportunities:
   • Virtual and Hybrid Events: Facilitate networking opportunities that cater to the gig economy and freelance workers through virtual events, online communities, and flexible membership options.
4. Advocacy and Support:
   • Policy Advocacy: Advocate for policies that support the gig economy and freelance workers, such as better access to benefits and protections. Provide resources and support for members navigating these new career landscapes.
5. Emphasis on Lifelong Learning:
   • Continuous Education: Emphasize lifelong learning by offering constant education programs that help members stay current with industry trends and technological advancements, supporting career agility and adaptability.

Coda

The shift from lifelong employment to more fluid career paths presents a unique opportunity for associations to innovate and better serve their members and staff. By understanding these changes and adapting strategies accordingly, associations can remain relevant and provide valuable support to their members and staff in a rapidly evolving job market.

As association executives, how are you adapting to these trends? What strategies have you found effective in engaging and supporting your members and staff in this new employment landscape? Share your thoughts and experiences in the comments below!

Word Count 904–5 to 7 Minute Read

E-commerce has transformed remarkably from its humble beginnings in the late 20th century to the highly personalized and ubiquitous shopping experience we know today. This evolution has been driven by technological advancements, changing consumer behaviors, and innovative business models, fundamentally disrupting traditional retail and creating new opportunities for businesses globally. Those include the association community.

This blog often mentions the traditions or orthodoxies of the 20^th century that do not meet 21st-century realities. Over the following weeks, we will explore some of those issues in more detail. Let’s start with E-commerce.

Key Changes in E-commerce

1. Accessibility The widespread adoption of personal computers and the internet in the early 2000s made online shopping more accessible to the public and association members. This shift allowed more people to explore and purchase products online, laying the foundation for the e-commerce boom.
2. Mobile Dominance The rise of smartphones and tablets transformed e-commerce by enabling consumers to browse and purchase products online. This increased convenience has significantly boosted online shopping, making it an integral part of daily life.
3. Social Commerce Integration with social media platforms like Facebook and Instagram has revolutionized product discovery and purchase. Consumers can now find and buy products directly within their social feeds, blending social interaction with shopping.
4. Personalization Advanced algorithms analyze customer data to provide tailored product recommendations and targeted marketing campaigns. This personalization enhances the shopping experience by making it more relevant and engaging for each consumer.
5. Marketplace Platforms The emergence of online marketplaces like Amazon and eBay has allowed a diverse range of sellers to reach a global audience. These platforms have democratized retail, enabling small businesses and associations to compete with larger retailers.
6. Improved Payment Security Secure payment gateways and encryption technologies have increased consumer trust in online transactions. Enhanced security measures protect personal and financial information, encouraging more people to shop online. Yes, problems continue to exist, right or wrong,but the public is trained to be more comfortable with the issue.
7. Augmented Reality (AR) and Virtual Reality (VR) AR and VR technologies allow customers to try products virtually before purchasing, enhancing the shopping experience. These immersive technologies help bridge the gap between online and in-store shopping.

Evolutionary Timeline

• Late 20th Century Early e-commerce websites primarily focused on basic product listings with limited functionality. In the association world, it was membership and conference registrations. Early e-commerce platforms were mainly used by tech-savvy individuals comfortable navigating the early internet.
• In the early 2000s, increased internet penetration led to the growth of online retail giants like Amazon and eBay. These platforms offered more user-friendly interfaces and a more comprehensive product selection, attracting a broader audience. Association members use these large business platforms and expect their associations to act accordingly.
• From the mid-2000s to the present, mobile commerce has become dominant, driven by the proliferation of smartphones and tablets. Social media integration, personalized shopping experiences, and logistics and delivery options advancements have further enhanced the e-commerce landscape.

20th Century Orthodoxies vs. 21st Century Realities

The shift from 20th-century orthodoxies to 21st-century realities is evident in various aspects of e-commerce and consumer/member behavior:

1. Consumer Trust and Security
   • 20th Century: Consumers were wary of online transactions due to concerns about security and fraud. Limited technology meant that secure payment gateways and encryption were not as advanced.
   • 21st Century: Improved payment security and encryption technologies have increased consumer trust. Secure payment gateways are now standard, making online shopping safer and more reliable.
2. Shopping Experience
   • 20th Century: Online shopping was a niche activity with basic websites offering limited product information and functionality. The experience was often impersonal and static.
   • 21st Century: E-commerce platforms offer highly personalized shopping experiences with AI-powered recommendations, detailed product information, and interactive features like AR and VR. Consumers/Members can shop anytime, anywhere, with a seamless and engaging experience.
3. Market Reach
   • 20th Century: E-commerce was limited to a small, tech-savvy audience. Geographic barriers and limited internet access restricted market reach.
   • 21st Century: The global reach of e-commerce has expanded dramatically. Mobile technology and widespread internet access allow businesses to reach a diverse, international audience, breaking down geographic barriers.
4. Consumer Behavior
   • 20th Century: Consumers were more likely to shop in physical stores, relying on traditional retail methods. Online shopping was supplementary rather than primary.
   • 21st Century: Online shopping has become a primary mode of purchasing for many. The convenience of mobile commerce, social media integration, and personalized experiences have shifted consumer behavior towards digital-first shopping.
5. Business Models
   • 20th Century: Traditional retail models dominated, with e-commerce seen as an additional channel rather than a core business strategy.
   • 21st Century: E-commerce is central to business strategies, with many associations and companies operating exclusively online. Innovative business models, such as subscription services and direct-to-consumer sales, have emerged, driven by digital capabilities.

E-commerce continues to evolve, driven by technological advancements and changing consumer preferences. As businesses and the public adapt to these changes, they can leverage new opportunities to reach and engage with members innovatively.

Technology is not the answer to every issue, but it isubiquitous. AI has many problems and ethical issues that need careful examination. Regarding e-commerce, the realities of 21^st-century life must be recognized and acted upon for associations to continue their vital work for members and society.

Let me know what you think.

Word Count 340 – 2.6 Minute Read

Americans will decide who will lead the next federal administration in a few weeks. While many may view this as a political spectacle or a casual talking point, this election is far more consequential for organizations. The critical question is: “Will your organization be part of the Wednesday Morning After Club?”

The Wednesday Morning After Club isn’t a social gathering or a movie; it isan organization that wakes up the day after the election, local, state, or national and is fully prepared to engage with the new administration, regardless of the outcome. Will you be one of them?

Have You Prepared for the Election’s Outcome?

• Have you invested in relationships with both parties to ensure your voice will be heard, no matter the winner?
• Do you have a roster of key influencers or potential appointees who can help shape policy?
• Are you familiar with the likely staff members of the new administration?
• Have you created your list of candidates for appointments?

This might seem like a long list of questions, and it is. But that’s the point. You’re already behind if you wait until Wednesday after the election to start thinking about these issues. The time for influence is now.

As Stephen Covey famously said, “What’s important is seldom urgent, and what’s urgent is seldom important.” Being a viable partner with any new administration is one of those crucial, long-term priorities that demands ongoing attention.

What the Best Organizations Do

• Build relationships early and often. Elections change leaders, but relationships endure.
• Proactively identify opportunities to engage with the new administration.
• Develop a long-term plan to influence policy and advocate for your association’s needs.
• Stay ahead of threats that could harm your association’s interests.
• Focus on natural growth, not just survival.

If your organization is waiting until after the election to begin engagement, you’re in a reactive position—playing catch-up while others advance their interests. The most successful organizations are already planning, building relationships, and positioning themselves for the future, no matter the election outcome.