How Small Gen AI Hubs Can Transform Associations

Generative AI has the potential to revolutionize the way associations operate, engage members, and fulfill their missions. While the prospect of integrating such advanced technology might seem daunting, the key to success lies in establishing a Center of Excellence—a small but impactful hub that combines technical expertise with a focus on learning and development. For associations, this center doesn’t need to be a sprawling department; it can be a modest team of two or three staff members or even a volunteer-led committee supported by one staff member.

Here’s how associations can take a structured, practical approach to embrace generative AI effectively.

A Two-Pronged Approach to Generative AI Hubs

1. Learning from Best Practices in the Field
To harness the potential of generative AI, associations should first look outward. Observing how other organizations—both within and beyond the nonprofit sector—have integrated AI can provide valuable insights. For example, some associations are using generative AI to create personalized member content, while others are leveraging it for automating routine administrative tasks or analyzing member data to identify trends. Learning from these successes (and mistakes) can help associations identify areas where AI can create the most value.

This outward focus also includes identifying industry-specific use cases. For instance, a policy-focused arm of the association might learn how generative AI is being used to draft advocacy materials, while the educational arm could explore its application in creating tailored educational content.

2. Understanding Internal Usage of Generative AI
Equally important is looking inward. Associations must assess how their own staff, volunteers, and even members are already using generative AI tools. Conducting an internal survey can uncover innovative applications already in practice, such as using AI to draft emails, analyze member feedback, or generate ideas for events. Encouraging employees to share their experiences with these tools can foster a culture of collaboration and innovation.

It’s worth noting that current generative AI tools excel at enhancing individual productivity rather than scaling seamlessly across an entire organization. Employees who use AI in their areas of expertise often achieve efficiency gains of 20% to 70%, with higher-quality outputs than without AI assistance, data shows. This highlights the importance of empowering individual users to experiment and innovate while laying the groundwork for broader organizational integration as the technology matures.

Establishing a Center of Excellence for Generative AI

Once an association has gathered insights from both external and internal sources, the next step is to establish a Center of Excellence (CoE) for generative AI. This doesn’t have to be a large or resource-intensive initiative. A small team of two or three staff members—possibly even a volunteer-led committee supported by one staff member—can drive this effort effectively.

The Role of the Center of Excellence
The CoE serves as the central hub for AI-related activities, providing guidance, setting best practices, and ensuring that AI initiatives align with the association’s mission and strategic goals. It acts as both a resource and a catalyst for innovation, offering support to departments and encouraging cross-functional collaboration.

Guiding Principles for a Successful CoE

1. Define a Clear Vision and Mission
   The CoE should articulate how generative AI supports the association’s goals. For example, if an association’s focus is member engagement, the CoE’s mission might center on leveraging AI to create personalized member experiences.
2. Foster Collaboration and Knowledge Sharing
   The CoE should act as a bridge between departments and/or chapters of the association, facilitating the exchange of insights and best practices. For instance, if the marketing team at one chapter develops an effective strategy for using AI-generated social media content, the CoE can help share this approach with other chapters.
3. Commit to Continuous Improvement
   Generative AI is an evolving field. The CoE should stay up-to-date on advancements in AI tools and regularly refine its practices. This includes monitoring AI implementations, gathering feedback, and making adjustments to optimize performance.
4. Promote a Culture of Learning and Innovation
   The CoE should provide training and resources to help staff and members develop their AI skills. For example, offering workshops on how to use AI tools for event planning or content creation can empower teams to experiment confidently.

Applying the CoE to Serve Operations

The ultimate goal of the CoE is to drive operational excellence and support the association’s core functions. Here are some examples of how the CoE can guide AI integration:

• Member Engagement: Use generative AI to create personalized member journeys, such as tailored email campaigns or customized educational content.
• Advocacy and Communication: Implement AI tools to draft and refine advocacy materials or automate the creation of reports and newsletters.
• Event Planning: Leverage AI to brainstorm event themes, streamline logistics, and generate promotional materials.
• Administrative Efficiency: Use AI-powered tools to automate repetitive tasks, such as scheduling meetings or processing member applications.

For instance, a regional association might use generative AI to enhance its event planning process, creating targeted invitations and personalized follow-ups. Another could use AI to analyze member survey data, identifying trends to inform strategic decisions.

Building a Culture of Continuous Innovation

Beyond operational improvements, the CoE fosters a culture of experimentation and learning, while managing risks. Encouraging staff and members to explore new applications of generative AI can unlock untapped potential while ensuring the association remains adaptable and forward-thinking. By promoting a mindset of continuous innovation, the CoE positions the association to evolve alongside this rapidly advancing technology.

For associations, embracing generative AI is not about large-scale overhauls or costly initiatives. Instead, it’s about leveraging small, focused efforts to drive meaningful change. By learning from others, understanding internal AI usage, and establishing a modest but effective Center of Excellence, associations can harness the power of generative AI to improve efficiency, foster innovation, and enhance member value.

Key Take-Away

Associations can harness the power of Generative AI by establishing small, focused Gen AI hubs or Centers of Excellence. Share on X

Image credit: Pavel Danilyuk/pexels

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Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and 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 Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. 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.