{"id":5353,"date":"2016-02-12T09:29:32","date_gmt":"2016-02-12T14:29:32","guid":{"rendered":"http:\/\/www.naylor.com\/associationadviser\/?p=5353"},"modified":"2018-02-27T21:00:40","modified_gmt":"2018-02-27T21:00:40","slug":"association-innovation-no-longer-oxymoron","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/association-innovation-no-longer-oxymoron\/","title":{"rendered":"Association Innovation: No Longer an Oxymoron?"},"content":{"rendered":"

21 association innovation tips from the experts you can\u2019t afford to ignore<\/em>\u00a0<\/strong><\/p>\n

\"Hank
Hank Berkowitz<\/em><\/figcaption><\/figure>\n

Are you a Type-A take-charge leader? Do you like getting things done ASAP without a lot of meetings and processes getting in the way? Does the sound of task-forces, boards and steering committees make you queasy? If so, you might not have fared well at a trade association or professional society historically, but those days are changing \u2014 fast.<\/p>\n

Russ Webb<\/strong>, Vice President, Atlanta Apartment Association<\/u><\/a><\/u> said that \u201c<\/strong>the association world needs to adapt faster than the regular business world because our members are looking to us<\/em> for innovation.\u201d But that forward-leaning philosophy tends to be the rule not the exception according to Jamie Notter<\/strong>, founding partner,\u00a0WorkXO<\/u><\/a>, a workplace change consultancy for corporate, government and not-for-profit organizations. \u201cSome associations and nonprofits have a hard time being innovative because their cultures don’t really value innovation,\u201d observed Notter. \u201cMost of their cultures value efficiency, incremental improvement, low risk, low return and NOT failing under any circumstance. You’ll never get innovation when you value those [beliefs]\u00a0\u2014 even if the posters on the wall say otherwise.\u201d<\/p>\n

\"Tweetables\"<\/p>\n

 <\/p>\n

 <\/p>\n

Don\u2019t use \u201ctechnology\u201d and \u201cinnovation\u201d interchangeably. Understand the difference and you\u2019ll be more effective at both.\u00a0\"RealLilTweetables\"<\/p>\n

New isn\u2019t always better. Making existing offering better can be just as innovative as reinventing the wheel.\u00a0\"RealLilTweetables\"<\/p>\n

To move your organization forward, you can\u2019t be afraid of failure. Start small, then scale up if you get traction.\u00a0\"RealLilTweetables\"<\/p>\n

Knowing when to sunset longstanding products and services can be more difficult that starting new ones\u2014but it\u2019s a MUST-DO.\u00a0\"RealLilTweetables\"<\/p><\/blockquote>\n

Renato Sogueco, <\/strong>chief information officer, Society of American Florists<\/u><\/a> said that while both for-profits and non-profits operate on budgets, for-profits are more likely to look for a hard return on their investment of time and money resources. \u201cWhen you have this\u00a0mindset, you\u2019re more open to trying new things since innovation is the only way to distinguish yourself in the marketplace,\u201d Sogueco said. \u201cIf you\u2019re a trade association or professional society, you often have less competition for your select membership demographic.\u00a0You\u2019re more likely to pick and choose your spots for innovation and ask yourself, \u2018What\u2019s the value I could deliver with the resources I have?\u2019\u201d<\/p>\n

John Graham,<\/strong>\u00a0president of the American Society of Association Executives (ASAE) told us last summer that he expects technology and messaging platforms to be the biggest focus of innovation in the association world in 2016 and beyond. Graham said associations don\u2019t need to be on the \u201cbleeding edge\u201d of tech, but they should at least be on the cutting edge if they want to remain relevant with their members.<\/p>\n

\""Embrace
\u201cEmbrace the future, don’t be afraid of it.\u201d<\/em><\/figcaption><\/figure>\n

At the ASAE annual conference and expo last summer in Detroit, Sheryl Connelly,<\/strong> former head of the Global Trends and Futuring department at Ford Motor Company, told an auditorium full of association leaders to consider where you are now and where you want to go. \u201cIf the future scares you,\u201d said Connelly, \u201cthe best way to predict it is to create it for yourself.\u201d \u00a0AAA\u2019s Russ Web agreed with Connelly that you can\u2019t be afraid of change. \u201cChange should be ongoing and part of who you are. It shouldn\u2019t be something you\u2019re scared of,\u201d said Webb. Case in point, Webb, after 17 years at AAA, said no two days have been the same and he loves the fact that he never know what\u2019s in store for him when he arrives at the office. That said, not everyone is wired like Webb particularly in the association world.<\/p>\n

See our\u00a0Corner Office profile<\/a><\/u> story for more leadership insights from Webb. <\/em><\/p>\n

As one might expect, Connelly urged associations to challenge convention norms and not to fear failure, but she also cautioned them to \u201cbalance provocation with plausibility.\u201d That means looking at what is causing people to change their values and to make sure you are following real trends, not fads. One surprise from Connelly \u2014 she suggested to seek out the \u201cDebbie Downers\u201d at your organization. They\u2019re not necessarily pessimists; they\u2019re contrarians who question organizational ideas to make sure you\u2019re considering all sides of a situation.<\/p>\n

For more insights from Connelly, see Elsbeth Russell\u2019s piece <\/em>Thinking Like a Futurist<\/u><\/em><\/a>.<\/em><\/p>\n

Association innovation in action <\/strong><\/h4>\n

According to WorkXO\u2019s Notter, the American Society for Surgery of the Hand<\/u><\/a> is \u201cdoing amazing things.\u201d For instance, in less than three years ASSH digitized all of the content ever created at the organization and made it searchable across multiple platforms. According to Notter, the Society now assigns one third of its staff full-time to technology projects \u2014 remarkable in an industry that spends, on average, just 4 percent of its budget on technology, observed Notter. As Notter and his colleague, Maddie Grant, explain in their new book When Millennials Take Over<\/em><\/a>, ASSH also completely designed its offices around the needs of employees (and to align with its culture), and it customizes everyone’s job description every year.
\n
\nKevin Burke<\/strong>, president and CEO of Airports Council International (ACI-NA)<\/a> told us that his organization has had great success with its new Mobile Passport app created in partnership with Airside Mobile and the Custom and Border Protection (CBP). The app was designed to help travelers skip the customs line at U.S. airports by using the app to fill out their profiles and answering CBP\u2019s questions in advance. Webb <\/strong>said everything that AAA does is mobile friendly or soon will be. \u201cThis month we introduced a mobile check-in service for our events. It not only expedites the registration process for attendees, but makes it easier for us to track where they\u2019re going and what they\u2019re doing at events. We can track which sessions they\u2019re attending. At a quick glance we can see who\u2019s checked in, who hasn\u2019t checked in and what substitutions have been made. With the software we can also do quick on-the-spot surveys of attendees when they\u2019re checking in. \u201c<\/p>\n

Tech entrepreneur, Asif Khan<\/strong>, founder & president of the six- year-old Location Based Marketing Association<\/u><\/a> (LBMA), has grown his organization to 1,200 member companies in 21 countries without having a single person assigned to membership development and acquisition. As Khan described in a recent video interview with my colleague Kelly Donovan Clark, LBMA relies on grassroots sharing of information to build awareness of LCM and what the association is doing through Mobile Mondays, case studies<\/a> and weekly podcasts<\/a> that now attract 100,000 regular viewers. \u201cA lot of it is going out and talking to people and sharing great examples of location-based marketing in action. When consumer marketers and tech vendors see what we\u2019re doing, they say, \u201cHey we better get involved,\u201d Khan said.<\/p>\n

Sunsetting crucial to innovation<\/h4>\n

As with for-profit organizations, membership organization need to review their portfolios regularly. Sometimes, a longstanding membership benefit or service must be discontinued as it\u2019s no longer relevant to the majority of members. SAF\u2019s Sogueco said conflicts emerge when decision-makers rely on \u201cgut instinct\u201d and \u201cexperience\u201d rather than on hard numbers. \u201cWhen you have a decision-maker who created the longstanding product in question, pride and sentimentalism come into play. That makes it harder to slay that sacred cow that they probably raised from infancy,\u201d said Sogueco. \u00a0When it comes to sunsetting programs, Notter agreed with Sogueco that the missing link is data. \u201cFind a way to measure impact of the program (both positive and negative) so you can make an objective case as to why it needs to stop,\u201d said Notter.<\/p>\n

Is technology the same as innovation?<\/h4>\n

\u201cNo, I don\u2019t agree\u201d said Sogueco. \u201cInnovation is the process of attaining a desired result from doing something new or different. Sometimes, it happens because you leveraged a new technology, but not always. For example, at SAF we overhauled our governance structure so it reflects our membership today, not how it was 20 years ago.\u201d This sparked more relevant discussion that resulted in much richer content. No tech was involved in this case.<\/p>\n

According to Notter, innovation is about change \u201cthat unlocks new value.\u201d Tech has great potential to unlock value that you couldn’t get at before the technology was introduced, but it’s not the only way. \u201cI know associations that have shifted to a \u2018freemium model\u2019 by providing free memberships in order to attract a broader market. Then they sell premium services to the new members. They borrowed a page from tech company marketing strategy, but it\u2019s not a tech innovation per se,\u201d he said.<\/p>\n

How does your organization bring new ideas to the table?
\n<\/strong><\/h4>\n

As with so many challenges in the association world, there is no one size fits all solution. But here are some valuable excerpts we\u2019ve gleaned from conversations with association leaders over the past year. John Hoyles, <\/strong>CEO of The Canadian Bar Association<\/a>, told us recently that CBA is not as nimble as it should be. \u201cOur governance structure is very complicated, and that\u2019s one of the things we\u2019re addressing in our Re-Think Initiative<\/em> which includes the Young Lawyers Strategy. My job as CEO is to make sure my [development] team has what it needs so they can run with it. The practice of law is changing radically. If we don\u2019t drag ourselves into the 22nd<\/sup> century, we will be left in the dust.\u201d<\/p>\n

One organization that does <\/em>consider itself agile is the Institute for International Education<\/a> (IIE) one of the world\u2019s largest international education and training organizations. \u201cEven though we\u2019re large, we tend to be very nimble,\u201d noted Daniel Obst<\/strong>, IIE\u2019s deputy vice president, international partnerships. \u201cI guess we get some of that from my dot-com days. We start small and see where there are opportunities and unmet needs we can fill \u2014 for instance, a pilot program for establishing an exchange program with India. If we get some traction with a small initiative, then we gradually build it out.\u201d<\/p>\n

AAA\u2019s Webb agreed with Obst about incremental innovation. \u201cThere needs to be some risk in order to get reward. We don\u2019t take huge risks, but we\u2019ll try things on a smaller scale and if it starts to work, then we\u2019ll scale up. That\u2019s a great way for associations to operate. Consider aerial drone photography. It\u2019s a new tool that the apartment industry is rapidly adopting to showcase rental properties from above. According to Notter,<\/strong> if you want more tolerance for risk at your organization, then you need to create “containers” within which you can experiment. Don’t experiment blindly, he advised. \u201cExperiment in ways that don’t threaten the powers that be. Identify some boundaries within which you can try new things, knowing that if they don’t work, it won’t take down the [entire] ship.\u201d<\/p>\n

Kurt Nagle, <\/strong>president and CEO of the American Association of Port Authorities<\/a>, said that since his organization has only 17 employees, it doesn\u2019t need \u201cseparate task forces or processes\u201d to explore every new initiative. Innovation is a collaborative, interactive process at AAPA. \u201cFor instance, almost everyone here got involved in the website redesign \u2014 everyone from government relations, communications and research folks, to the Web team and me,\u201d Nagle said.<\/p>\n

Abe Eshkenazi<\/strong>, CEO of APICS<\/u><\/a>, the premier professional association for supply chain and operations management, noted that when it comes to developing new ideas, many organizations say, \u201cLet\u2019s get a bunch of smart people in a room and start to innovate.\u201d It doesn\u2019t happen like that at APICS. \u201cIt\u2019s more organic,\u201d said Eshkenazi. \u201cWe\u2019re always looking for ways to engage with members. They often have the best ideas. We look to fill their needs. You rarely see us sitting in a room and asking, \u2018What do members need?\u2019 No, you have to go to members\u2019 workplaces and find out what their work life is like. What pain points are they feeling? Can you identify ways to be more responsive to their needs? We also beg, borrow and steal from other organizations. What are they doing well and can we make it better? As I said, we\u2019re in the needs-filling business, and we stay relevant when members see us as a career-long resource.\u201d AAA\u2019s Webb agreed that some of the best innovations come from looking closely at what other strong organizations are doing and putting your own \u201cunique twist\u201d on their ideas.<\/p>\n

Passion and fresh ideas<\/strong><\/h4>\n

Rita Chen Fujisawa<\/strong>, chief operating officer of the\u00a0California Association of Health Facilities<\/a>\u00a0(CAHF),\u00a0said that employee loyalty \u2014 normally a coveted organizational trait\u2014can be a deterrent to innovation since CAHF doesn\u2019t have much employee turnover<\/em>.<\/em> \u201cIt makes it harder to innovate and think outside the box since everyone\u2019s been here a long time,\u201d said Fujisawa. \u201cYou get a lot of \u2018we tried it before and it didn\u2019t work.\u2019 My response is always to ask why it didn\u2019t work last time. Did you ever consider doing it this way? I love to brainstorm and to do that well you need to take the boundaries away. By contrast, IIE has a high composition of new staffers. Obst said that every single person at his organization is empowered to suggest ideas and to have them taken seriously. \u201cAgain, that comes from my dot-com experience. Our workforce is fairly young and that kind of work environment is very important to millennials. Half of our staff has been here two years or less \u2014 they haven\u2019t been beaten down by bureaucracy.\u201d<\/p>\n

Conclusion<\/h3>\n

\u201cThe only way to have success is not to be afraid of failure,\u201d said Obst. And you don\u2019t need a task force or committee to help you come to that conclusion.<\/p>\n

Hank Berkowitz<\/em> is the moderator-in-chief of <\/em>Association Adviser eNews.<\/p>\n","protected":false},"excerpt":{"rendered":"

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If so, you might not have fared well at a trade association or professional society historically, but those days are changing \u2014 fast.<\/p>\n","protected":false},"author":24,"featured_media":31,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[31],"tags":[738,183,973,833,49,974,936,590,975,225,976,977,298,903],"class_list":["post-5353","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features","tag-airports-council-international","tag-american-association-of-port-authorities","tag-american-society-for-surgery-of-the-hand","tag-apics","tag-asae","tag-association-innovation","tag-atlanta-apartment-association","tag-california-association-of-health-facilities","tag-ford-motor-company","tag-innovation","tag-institute-for-international-education","tag-location-based-marketing-association","tag-society-of-american-florists","tag-the-canadian-bar-association"],"acf":[],"yoast_head":"\nAssociation Innovation: No Longer an Oxymoron? - Association Adviser<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.naylor.com\/associationadviser\/association-innovation-no-longer-oxymoron\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Association Innovation: No Longer an Oxymoron? - Association Adviser\" \/>\n<meta property=\"og:description\" content=\"Are you a Type-A take-charge leader? 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