The 3 most serious challenges we will need to confront—artificial intelligence and automation, the climate crisis and economic inequality—will force us to answer existential questions about what makes us human, the extent of our commitment to other people and whether we are prepared to sacrifice to survive.
Orthodoxy knows no boundaries and touches every aspect of association work, including the work of governing. Let’s consider three of the most common and counterproductive orthodox beliefs associations use.
This is my second Duty of Foresight column for Association Adviser, and the second in a three-part series I will post in the coming months to explain the duty of foresight for association boards and create a context for future columns. You can find Part I here. In Part II, I will explain the elements […]
Governing is an intentional and dynamic process for enabling the coherence, capability and continuity of the system. Embracing this forward-looking definition represents a vital shift in both thinking and practice for those who participate in the work of governing in this complex and uncertain environment.
AUTHOR’S ATTESTATION: This article was written entirely by Jeff De Cagna AIMP FRSA FASAE, a human author, without using generative AI. In Part I, in addition to an overview of its origin story, I shared why I believe the board’s duty of foresight was a radical idea when it first emerged in 2014. In this […]
AUTHOR’S ATTESTATION: This article was written entirely by Jeff De Cagna AIMP FRSA FASAE, a human author, without using generative AI. Association boards have a duty of foresight. Over the last ten years, this foundational assertion, which originated from an article I wrote for Associations Now magazine in 2014, has become the core of a […]
With the arrival of T20s Day 1000, our community enters a transitional space within which boards, their staff partners, and other contributors must determine together how they will guide their organizations through the rest of this turbulent decade. The “discontinuous next,” i.e., the conditions of radical uncertainty, volatility, and risk unleashed by the pandemic and intensified by its still unfolding consequences, will not dissipate with the end of 2022, as I once thought it might. If anything, the discontinuous next is just getting started. Learn more.
Preparing for the future isn’t just a smart business move; it’s essential for an organization’s survival. In the latest episode of the Association Adviser Podcast, host Christine Shaw welcomes Jeff De Cagna, AIMP, FRSA, FASAE, Executive Adviser of Foresight First LLC, to dive deep into forward-thinking governance and innovative strategies that can help associations thrive. […]
AUTHOR’S ATTESTATION: This article was written entirely by Jeff De Cagna AIMP FRSA FASAE, a human author, without using generative AI. As of this article’s publication date (9/24/24), there are 1924 days remaining in The Turbulent Twenties, and 99 days until this decade’s midpoint on January 1, 2025. Throughout 2024, I have been marking the […]
We cannot build future-ready associations based on human intelligence alone. Associations must endeavor to blend human and artifical intelligence for maximum beneficial impact.
