Robertson susanasae tech20.11

Critical Issues and Questions for Associations

AENC TECH 20.11April 15, 2011Susan Robertson CAE

The New Normal

What has become clear:

1.We simply will not snap back to pre-recession levels or practices.2.We really can survive with less.

But can we do what is required today with those same resource levels?

The Agenda

èEconomic Impact StudyWhat Association CEOs Told Us, and What Their Members Really Think

èOur Evolving LandscapeKey Trends with Significant Impact

èManaging the TensionBetween What is and What Could Be

Biggest impact of the economic downturn felt in late 2008 until 2010.

Outlook for 2011-12 is more optimistic.

CEO Outlook

Association CEOs: Anticipated Change in Overall Revenue

63.9

24.5

11.6

38.1

23.5 23.526.8

36.5 36.5

0

10

20

30

40

50

60

70

Decrease Stay the Same Increase

Summer 2009Winter 2010Winter 2011

Average projected

2011 increase:

9%

Whew! Glad that’s over!

(Maybe it’s just me but…)

With all of this optimism, why is it still so difficult?

A deeper dive shows what is keeping these same CEOS awake at night.

What impact do you think the current economy will have on your membership revenue in the coming years?

Top five issues CEOs are more concerned about now than they were last year

What Members Tell Us: My Likely Action on Next Renewal

Do you expect any of the following to occur in the upcoming year in or to your organization as a result of economic conditions?

Some Trends are Up

Meetings & Education: Members’ reported attendance last year

Meetings & Education

Meetings & Education

Our challenges are not brought about by the economy alone.

Demographic Shifts

Sector Blurring

Technology Advances

Volunteerism 

Networks Organize/ Enable

*Adapted from Convergence: How five trends will reshape the social sector, The James Irvine Foundation and La Piana Consulting, November 2009

Evolving Nonprofit Landscape*

Typical age distribution

of a professional

society

…todayMcKinley Marketing Member Research

Demographic Shifts

Typical age distribution

of a professional

society

…in 10 years

McKinley Marketing Member Research

Demographic Shifts

Demographic Shifts Multiple generations working

side-by-side Learn to share leadership

across generations and cultures.

Next generation of leaders less driven by ideology, more interested in Problem Solving and Work/Life Balance.

Sectors are Blurring

More for-profit organizations see the value of “doing well by doing good”

Challenge to associations is to thrive in a blended economy

Technology Advances Us

Associations have been quick to adopt social media§ Now need to improve ability to

effectively choose among the channels

§ No single organization-wide identity

Mobile is it

Networks Organize/Enable Us

Applying the new ways of networking to the traditional model. Allows for deeper, more meaningful

collaboration Opens and encourages a global and diverse

community of thought and practice. Associations may no longer be

“institutions.” Less focused on the organization as a central

unit Find ways to have impact across networks and

programs. Forge new and/or collaborative partnerships.

Volunteerism Under Pressure

Economic & time pressures make Virtual Volunteering and Micro Volunteering more attractive.

Challenged to align volunteer opportunities with an increasingly diverse pool of volunteers.

Engage in meaningful work.

Demographic shifts

Sector blurring

Technology advances

Volunteerism 

Networks for organizing

When Five Trends Converge

It is the convergence of trends in motion and the accelerated speed of change that can distract us from creating and delivering on real value.

The Tension Between WHAT IS and WHAT COULD BE

Living with a Mature Model

We try to build our customer value proposition around our existing processes and resources…

…this has acute impact on the unrealized potential of our

membership value proposition.

Operating Philosophy #1Risk

Associations likely to be risk avoiders.§ Relative security in the

slow & proven path – no failure, no criticism.

Managing risk is essential§ Failure to take risks is the

biggest risk of all.

Operating Philosophy #2

Balance Challenge is to appeal to your

leading members as well as the core. § Earn the right to lead by

delivering on the core.§ Delivering well on today’s

issues allows permission to drive change.

You can’t afford to invest in perfection.

Operating Philosophy #3

Communications is a Core Competency.

It must evolve. Make information overload

less burdensome – a new value proposition for us.

Part of why associations were formed.§ Now make it part of why we

thrive.

Questions?

Contact Information