Resources Ignite Gen AI Innovation for Associations
The future of associations hinges on their ability to embrace and effectively utilize Generative AI (Gen AI). This means association executives and board members fostering an innovative culture of experimentation with this transformative technology. Yet innovation doesn’t arise simply by encouraging staff and volunteers to explore AI—it requires concrete investments in time, tools, and support to overcome challenges and manage risks effectively. Without these resources, even the most enthusiastic efforts may falter. For associations striving to serve members, advance the profession, and stay ahead in a rapidly evolving environment, the imperative to invest in Gen AI resources cannot be overstated.
Time: The Foundation of Gen AI Innovation
Time is arguably the most precious commodity for associations. Staff and volunteers are often consumed by the day-to-day demands of managing member services, coordinating chapters, planning events, and addressing professional standards. This constant operational pressure leaves little room for creative exploration, stifling innovation.
To counter this, associations must intentionally carve out dedicated time for Gen AI experimentation. This could take the form of structured “innovation hours” or periodic “hack days” where teams can set aside routine tasks to focus on exploring AI applications. For example, an association might organize quarterly “AI Sprints,” inviting staff and volunteer leaders to collaborate on projects such as optimizing member engagement strategies or automating administrative workflows.
Associations could draw inspiration from Google’s famous “20% time” model, where employees dedicate a portion of their schedule to personal innovation projects. While a full 20% allocation may not be feasible for associations, even smaller time blocks can yield substantial benefits. For instance, the American Institute of CPAs (AICPA) could dedicate a few hours per week to explore how Gen AI might enhance compliance training materials. These structured opportunities send a clear message: innovation is an essential and supported aspect of the association’s mission.
Tools and Technology: Equipping Associations for Gen AI Innovation
Beyond time, access to advanced tools and technologies is paramount for successful Gen AI experimentation. Associations need a robust technological foundation to fully leverage AI capabilities. This includes scalable cloud platforms, high-quality datasets, and sophisticated AI development tools.
For example, an association like the National Association of Realtors (NAR) could benefit from investing in tools that analyze large datasets to predict housing market trends. Cloud platforms such as Microsoft Azure or Google Cloud can provide the computational power needed to train complex AI models. Similarly, associations should ensure their data infrastructures—including member databases and event management systems—are well-organized and accessible to fuel AI projects effectively.
Synthetic data generation offers another opportunity. Associations with limited datasets—such as those managing small or niche professions—can use synthetic data to simulate real-world scenarios for AI training. This can be particularly useful for exploring predictive analytics in member engagement or scenario planning for industry trends.
Pre-built AI tools, such as natural language processing (NLP) modules, can streamline the experimentation process. For instance, an association might leverage AI-driven analytics platforms to identify patterns in member feedback, improving the design of professional development programs. Collaboration tools like Slack or Microsoft Teams further support experimentation by facilitating communication and idea sharing among cross-functional teams.
Support: Mentorship, Training, and External Expertise
Support structures, including mentorship, training, and access to external expertise, are critical to Gen AI success. Associations must foster continuous learning for staff and volunteers to stay abreast of AI advancements and applications.
This could involve organizing workshops or partnering with AI specialists to provide tailored training. Mentorship is another powerful tool. Pairing staff with experienced AI practitioners fosters knowledge transfer and accelerates learning. Mentors can guide teams through challenges such as refining machine learning models or identifying ethical considerations in AI deployment.
Collaboration with external experts is equally valuable. Associations can benefit from partnering with AI consultants or research firms to jumpstart their projects. For instance, an external expert could help an association like the American Medical Association (AMA) navigate the complexities of using Gen AI for clinical guidelines development while ensuring compliance with healthcare standards.
A partnership might enable an organization to explore AI-powered solutions without requiring extensive internal expertise initially. Learning from case studies of other successful AI implementations—including those from associations—can provide actionable insights and help avoid common pitfalls.
Client Case Study: Enhancing Volunteer Engagement with Gen AI
Consider a professional engineering association seeking to enhance volunteer engagement I recently worked with to implement a Gen AI experimentation program focused on identifying and addressing volunteer retention challenges.
First, the association allocated quarterly “AI Sprints” for a cross-functional team of staff and volunteer leaders to explore AI applications. Next, they invested in a cloud-based data platform to centralize and analyze volunteer data, ensuring it was clean and accessible for AI model training. Finally, we worked to develop predictive models that identified key factors influencing volunteer satisfaction and retention.
Within six months, the association’s AI model revealed that volunteers who participated in specific leadership development programs were 30% more likely to remain engaged. This insight enabled the association to reallocate resources toward expanding these programs, resulting in a 12% increase in volunteer retention and a 20% rise in volunteer satisfaction scores over the next year.
The Future of Gen AI Innovation in Associations
Experimentation with Gen AI requires financial commitment. Associations must allocate budgets for staff time, AI tools, training programs, and external partnerships. While these investments may seem daunting, they are essential for sustaining innovation.
The landscape of Gen AI is evolving rapidly, offering associations unprecedented opportunities to innovate and deliver value to members. By fostering a culture of innovation and providing the necessary support, associations can position themselves as leaders in their respective professions, ensuring they remain relevant and impactful in an increasingly digital world. For association executives and board members, the message is clear. Gen AI is not just a tool for operational efficiency; it is a catalyst for transformative change. Embracing it today means shaping the future of your association and the profession it represents.
Key Take-Away
Investing time, tools, and support is essential for Gen AI innovation in associations, enabling experimentation, boosting engagement, and driving transformative impact for members and the profession. Share on XImage credit: Canva Studio/pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.
