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One of the most valuable things you can bring to a strategic planning session is a clear, compelling picture of your association’s future.The challenge is that it’s hard to imagine what your organisation might look like just a few years from now – especially with AI and automation changing the game faster than any strategic plans can keep up.That’s why <a data-mce-href="https://www.linkedin.com/in/juliansmoore/" href="https://www.linkedin.com/in/juliansmoore/" target="_blank" rel="noopener">Julian Moore</a>, our resident AI geek, created <a data-mce-href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" target="_blank" rel="noopener">The 3-Year Mirror</a> – a GPT designed specifically for association leaders like you.It’s beautifully simple: Just enter the full name of your organisation (and the website if your name’s a bit broad), and in seconds you’ll receive a scenario set in 2028. Not just any scenario – one that’s tailored specifically to you and surprisingly thought-provoking.&nbsp;&nbsp;<a data-mce-href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" target="_blank" rel="noopener">👉 ChatGPT – 3-Year Mirror</a>It’s a fast, clever way to inject future-focused thinking into your next planning session. Use this tool to spark conversations around:<ul><li>What work will we still do ourselves – and what can the technology do for us?&nbsp;&nbsp;</li><li>How will our members expect to connect, learn, and lead in this new world?</li><li>What kind of leadership will we need to thrive and advance the needs of those we serve?</li><li>How do we remain financial sustainable in this scenario?</li></ul>The 3-Year Mirror won’t give you all the answers. But it will help you to get a better picture of the future - and all the possibilities it presents.&nbsp;&nbsp;Need Some Help?If you’d like support with your strategic planning, or exploring how your organisation can better leverage AI, please let me know. We’d be happy to help. Just email me at <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au" target="_blank" rel="noopener">belinda@smsonline.net.au</a> to chat further.

What Will Your Association Look Like in 2028? Find Out Now

Net Promoter Score (NPS) is a simple metric for gauging member loyalty and satisfaction. It is derived from one survey question: “How likely is it that you would recommend [Organisation X] to a friend or colleague?” Responses are given on a 0 to 10 scale, where 0 means “not at all likely” and 10 means “extremely likely.” Based on their rating, respondents fall into three groups:<ul><li>Promoters (9–10): loyal enthusiasts who are very likely to recommend.</li><li>Passives (7–8): satisfied but unenthusiastic; they might not actively recommend.</li><li>Detractors (0–6): unhappy members who could discourage others from joining. </li></ul>To calculate NPS, you take the percentage of respondents who are Promoters and subtract the percentage who are Detractors. Passives count only toward the total number of respondents and do not directly affect the score. This yields an NPS between –100 and +100 (if everyone is a Detractor or everyone is a Promoter, respectively). For example, if 50% of respondents are Promoters and 20% are Detractors, NPS = 50% – 20% = +30. An NPS above 0 means you have more promoters than detractors, which is generally positive.<h3>NPS Benchmarks in Associations</h3>What is a “good” NPS for an association? NPS benchmarks can vary by industry and context, but membership-based associations tend to see moderate NPS values. Several surveys and studies offer reference points:Global/General Associations: A broad study of 46 associations (across sectors like science, healthcare, education) found an <a data-mce-href="https://www.linkedin.com/pulse/health-associations-21st-century-patrick-glaser/" href="https://www.linkedin.com/pulse/health-associations-21st-century-patrick-glaser/">average NPS around +21</a>. This score, while positive, is relatively low – it fell into the bottom quartile of all industries, comparable to sectors like cable and health insurance which are known for poor customer sentiment. This suggests many associations have significant room to improve member loyalty.Professional Associations (Individual Membership): A <a data-mce-href="https://www.the-ies.org/sites/default/files/reports/ies-annual-report-2024.pdf#:~:text=would%20recommend%20the%20IES%20to,brought%20together%20around%20a%20shared" href="https://www.the-ies.org/sites/default/files/reports/ies-annual-report-2024.pdf#:~:text=would%20recommend%20the%20IES%20to,brought%20together%20around%20a%20shared">Institution of Environmental Sciences paper </a>referenced a UK benchmarking study reported an average NPS of ~+32 for individual membership organisations. In other words, many professional bodies hover around the low 30s. Some associations significantly exceed this: for example, the Institution of Environmental Sciences (IES) achieved an NPS of +53 in 2024 (up from +46 in 2021), far above that sector average. .Industry Associations (Organisational Membership): Industry and trade associations (where companies are members) often report similar or slightly lower NPS figures. In the U.S.-based study noted above, an average around +20 suggests that many trade/industry associations struggle to inspire strong recommendation. Their members (often businesses or representatives) may view membership as necessary but not strongly recommendable, echoing the challenges seen in professional bodies with “captive” membership.Generational Differences: It’s worth noting that NPS can differ within the same association by member demographics. For example, older members often give higher recommendation scores than younger members. For example, <a data-mce-href="https://www.meetingsnet.com/association-conventions-and-expos/big-association-survey-reveals-member-engagement-trends#:~:text=NPS%20of%2042%2C%20while%20members,average%20NPS%20of%20only%2030" href="https://www.meetingsnet.com/association-conventions-and-expos/big-association-survey-reveals-member-engagement-trends#:~:text=NPS%20of%2042%2C%20while%20members,average%20NPS%20of%20only%2030">one international association survey</a> found members over 60 had an average NPS of +42, while members under 40 averaged only +30. This suggests younger professionals may be harder to impress or less inclined to recommend, a useful insight when interpreting your association’s NPS.<h3>The Good, the Bad, and the Ugly – Interpreting NPS</h3>How do we know if an association’s NPS is good or poor? In general, any positive NPS is a good sign – it means promoters outnumber detractors. According to Bain &amp; Company (the originators of NPS), a rough scoring framework is: above 0 is “good,” above +20 is favourable, above +50 is excellent, and +80 or above is world-class. Very few organisations ever hit the top of that range (an NPS of +100 is almost impossible). For associations, which often land in the +20 to +40 range, an NPS in the high double-digits would be outstanding.On the flip side, an NPS below 0 (meaning you have more detractors than promoters) is generally considered “bad” or poor. It’s a warning sign that members are unhappy on balance. Many commercial industries never want to see a negative NPS; for membership organisations, a negative score suggests serious member discontent. The “ugly” end of NPS would be a strongly negative score (for instance, –20 or below), indicating widespread dissatisfaction. In practice, most associations fortunately avoid deeply negative scores – but even being near zero is cause for concern. In the earlier example, an average NPS of +21 placed associations among the lowest-ranked industries. Thus, as an association you should ideally target a positive NPS (the higher the better), and view anything substantially negative as a prompt for urgent improvement. As a rule of thumb in Australia/NZ, NPS results can be interpreted as: 0–29 = “Good,” 30–69 = “Great,” 70+ = “Excellent,” whereas any negative score indicates a need for improvement.<h3>Caveats and Considerations When Interpreting NPS</h3>While NPS is a handy snapshot metric, it comes with important caveats:Context Matters NPS measures willingness to recommend, which for associations doesn’t always equate perfectly to loyalty or satisfaction. In some associations (e.g. professional bodies or colleges), membership is almost a requirement for certain careers. Members might stay enrolled regardless of satisfaction, and may not recommend the association simply because their peers are already members or because it’s not applicable to recommend in a small field. In other words, a low recommendation score might not mean a member will quit – it might mean they feel membership is mandatory or assumed. This “locked-in membership” effect can make NPS less predictive of actual retention in such contexts. It also means associations shouldn’t be complacent if NPS is just average; “captive” members might be tolerating the status quo rather than enthusiastically supporting the organisation.Cultural Differences Be mindful of where your respondents are from. Cultural norms can significantly influence NPS ratings. For example, customers in some countries (such as Japan or South Korea) tend to give much lower scores on average, as they are culturally less inclined to rate anything a 9 or 10 – even if they’re satisfied. Americans, Brazilians, and Indians, on the other hand, often give higher scores on the same experience. This means an NPS considered good in one country might be above average or below average in another. If your association spans countries or if you compare scores internationally, adjust expectations for these biases. (In fact, some researchers suggest tweaking the promoter/detractor cut-offs for certain regions.) The key is to benchmark against organisations in the same country or cultural context for a fair comparison.Response and Survey Bias NPS results can be influenced by who responds and how you ask. Usually, members with strong opinions (very happy or very unhappy) are the most likely to respond to surveys, which can skew results. Low response rates might over-represent a vocal minority. Additionally, the survey method can introduce bias – for instance, phone surveys or face-to-face interviews might prompt more polite (higher) ratings, whereas anonymous online surveys might yield more critical feedback. Offering incentives for responses can also skew scores (sometimes boosting positivity artificially). Always consider your sample size and methodology: a larger, well-balanced sample will give more reliable NPS data.It’s One Metric, Not the Full Story Perhaps most importantly, NPS alone doesn’t tell you why members are promoters or detractors. It’s a starting point. As one membership professional noted, “No CX KPI is useful without understanding the ‘why’” behind the score. For meaningful insight, you should pair the NPS question with follow-ups (e.g. an open-ended “What is the reason for your score?”) and other satisfaction measures. In an association context, a moderate NPS could hide specific pain points – maybe your events are well-liked, but your communication is frustrating members, or new members are happy but long-term members feel neglected. Follow-up feedback and segmentation (by member type, tenure, etc.) will help interpret the NPS correctly. Use NPS as a flag or “temperature check”, but look deeper into the comments and other data to diagnose issues and decide on actions.

What's a Good Net Promoter Score for Associations?

How the Printing Press Reshaped Associations

Earlier this week, I found myself standing inside Heidelberg Castle, wandering through its German Pharmacy Museum. I’d expected to be charmed by the old jars and antique instruments - and I was. But what truly fascinated me was something quieter, yet far more powerful: the story it told about pivotal role associations played in shaping not just the pharmacy profession, but the very fabric of society across some of Germany's most turbulent times.Tucked into the castle’s stone walls was a story of resilience—of professionals uniting, again and again, to navigate upheaval, protect standards, and uphold the public good. It’s the kind of story that associations know well, even if it’s rarely told on a grand stage.Standardising a NationThe journey began in 1871 with the formation of the German Empire - a chaotic patchwork of states suddenly tied together under one national identity. Just one year later, the Pharmacopoea Germanica was published: the first unified medical formulary for the empire. But perhaps even more significant was the founding of the Deutscher Apothekerverein (DAV) (German Pharmacists’ Association) that same year.At a time when industrialisation was exploding and healthcare was shifting from folk remedies to formal systems, DAV stepped in to bridge the divide between pharmacists, government, and the emerging pharmaceutical industry. They weren’t waiting for someone to create order—they were the order. Representing over 4,000 chemist shop owners, DAV ensured that professional voices helped shape national policy from the outset.&nbsp;Through Industrialisation and Social ReformBy the turn of the 20th century, cities were swelling, factory workers were gaining access to basic healthcare, and nearly every citizen could afford some form of medical treatment. Associations helped pharmacists respond to these changing demands—not just as service providers, but as regulated, respected professionals navigating a rapidly modernising world.Over 300 pharmacy-related organisations emerged to represent different interests. They became the interface between a fragmented profession and a complex political landscape - fighting for standards, fair regulations, and access to education. Their work was essential in translating industrial and scientific progress into practical healthcare for the public.Navigating Darkness: Nazi Rule and Soviet ControlThen came the darkest chapters.In the 1930s, as the National Socialists rose to power, associations were co-opted or dismantled. The independent DAV was swallowed into a state-controlled body—the Arbeitsgemeinschaft Deutscher Apotheker (ADA) (Working Group of German Pharmacists) - tasked with aligning pharmacists to Nazi ideology. Jewish pharmacists were expelled, often violently, and the profession was restructured around racial purity and political loyalty.Even within this oppressive context, associations -now stripped of autonomy - were used to impose control. They were no longer vehicles of professional empowerment, but tools of propaganda and exclusion. It was a cautionary tale about what happens when associations are denied their independence.After the war, the ruins of this system were literal and symbolic. Of the 7,500 chemist shops operating before the war, nearly 80% were destroyed. The rebuilding of pharmacy, and of trust, would take decades.In East Germany under Soviet control, pharmacies were nationalised. The public health service in people’s property became the ideological anchor. Professional pharmacy education was redesigned under socialist principles, and chemist shops became state-run. Associations, in any Western sense of the word, were effectively eliminated. Professional identity was subsumed by the state.Reunification and Renewal It wasn’t until the fall of the Berlin Wall in 1989 that pharmacy - and professional associations - were free to flourish once more across a unified Germany. In the West, organisations like the Bundesvereinigung Deutscher Apothekerverbände (ABDA) (Federal Union of German Associations of Pharmacists) had continued to evolve, advocating for professional recognition, regulatory clarity, and the role of pharmacists in the healthcare system.After reunification, the pharmacy system in the East was restructured to mirror the West. Associations again became the architects—not just of professional standards, but of unity. They helped reintegrate training systems, regulatory frameworks, and ethical guidelines across two very different legacies. Today, that structure supports over 17,500 chemist shops across Germany.Lessons in Quiet LeadershipWhat struck me most, standing in that quiet museum at Heidelberg Castle, was how often associations were the ones holding the line. Through industrial booms, social reforms, authoritarian regimes, economic collapse, and political reunification - it was associations that translated chaos into continuity.They protected the profession when it was vulnerable. They advanced it when opportunities emerged. And, most importantly, they ensured that public health didn’t lose its way when the world did.&nbsp;In our own time - rife with rapid technological change, political polarisation, and shifting community expectations - the story of German pharmacy is a timely reminder: Associations are not just responders to history. They are makers of it.&nbsp;And sometimes, the most impactful leadership doesn’t come from the front page - but from the footnotes of a museum display, quietly preserving a legacy of trust, integrity, and collective courage.

Associations in Action: A German Tale of Pharmacy, Politics, and Persistence

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If you’d told me a few years ago that my closest research collaborator would be an AI, I probably would have smiled politely and changed the subject. Yet here we are.When I set out to explore what’s really happening inside associations around the world, I knew I needed more than the usual spreadsheets and surveys. The Global Association Research Initiative (GARI) wasn’t just a standard data collection exercise – it was a full-scale, multi-country listening tour, with 586 respondents from 30 countries and hundreds of data points per respondent.This wasn’t just a “tick-the-box” job. It was a puzzle. And not the fun Sunday afternoon kind – more like trying to piece together a giant, constantly shifting mosaic using a soup spoon and a blindfold.So, I called in reinforcements.Enter Scout – my AI research partner.Scout (who named itself, by the way) isn’t just a souped-up chatbot. It became my indispensable partner. While I brought three decades of association strategy experience, Scout brought something I couldn’t: the ability to scan, cross-reference, and analyse vast volumes of data at lightning speed.Here’s what that looked like in practice:<ul><li>Layered logic made personal: Each respondent in the GARI survey received a different set of questions based on their role in the sector. Scout helped make sense of the resulting complexity without reducing it to oversimplified averages.</li><li>Pattern detection on steroids: Scout identified connections I would otherwise have missed - like how financial pressures vary based on hybrid work models, or why optimism around AI runs higher in smaller associations.</li><li>Conversational analysis: The magic wasn’t just in the algorithms. Scout let me talk to the data. I could ask real questions (“How do burnout rates compare between event-heavy and advocacy-focused associations?”) and get nuanced answers – in seconds.</li></ul>Of course, every finding was still manually verified, debated, and tested for sanity. This was not an AI-led report – it was a human-led project, supercharged by machine intelligence. The result? A report packed with clarity, subtlety, and the kind of real-world insight that only emerges when you combine AI horsepower with lived sector experience.Not seen it yet? <a data-mce-href="https://cdn.commoninja.com/asset/71325ca9-72ce-44b2-a5fb-b0a46fceb782.pdf" href="https://cdn.commoninja.com/asset/71325ca9-72ce-44b2-a5fb-b0a46fceb782.pdf" target="_blank" rel="noopener">Check it out here</a>.And that, in a nutshell, is the future I believe in. Not AI replacing people – but AI helping us do what we do best. Think better. See further. Act faster.Want Your Own Scout?Register to attend Julian's <a data-mce-href="https://events.answers.net.au/BuildYourOwnAIAssistantToolusingChatGPT#/" href="https://events.answers.net.au/BuildYourOwnAIAssistantToolusingChatGPT#/" target="_blank" rel="noopener">Build Your Own AI Assistant/Tool using ChatGPT webinar</a> on July 16 to learn how to make one yourself. Alternatively, email <a data-mce-href="mailto:julian@smsonline.net.au" href="mailto:julian@smsonline.net.au" data-mce-selected="inline-boundary">julian@smsonline.net.au</a> if you'd like to get something moving sooners. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;

How I Partnered with AI to Analyse a Monster Dataset (And Why You Might Want To, Too)

man holding pieces of jigsaw puzzle. business matching concept. crowd sourcing. freelancer. teleworking.

Let’s not sugar-coat it: the association sector isn’t going through a rough patch – it’s operating in a new reality.We’re not waiting for things to go “back to normal.” We’re building organisations to thrive in a world where volatility is the new baseline, expectations are sky-high, and the pace of change makes your annual strategy session feel outdated by lunch.In the <a data-mce-href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" target="_blank" rel="noopener">Purpose Under Pressure: Global Association Trends 2025 report</a>, we analysed insights from over 580 professionals across 30 countries. The result? Five clear imperatives that future-focused associations aren’t just talking about – they’re embedding into every level of decision-making:1. Navigate an Uncertain Environment.&nbsp;We’re not riding out a storm. This is the weather now. Associations are contending with geopolitical shocks, polarised communities, AI disruption, climate volatility, and economic strain. Meanwhile, their teams are expected to deliver clarity, calm, and continuity – often while juggling half the resources they need. To lead in uncertainty, associations must build operational and emotional resilience. That means scenario planning, agile governance, and a laser-sharp articulation of purpose.2. Build Strategic Infrastructure.&nbsp;Good intentions are great. But without systems, they don’t scale. Resourcing pressure is biting. Strategy stalls. Tech projects limp along. Many associations are trying to deliver 2025-level experiences with 2013-level infrastructure – and the cracks are showing. Only 0.3% of respondents had embedded AI across their operations. Seventy-two percent said integrating tech remains a major challenge. And the most common phrase in our qualitative responses? “We know what to do – we just don’t have the time, people, or tools to do it.”3. Strengthen Financial Sustainability.&nbsp;Growth doesn’t come from doing more. It comes from doing the right things better. Eighty-four percent of associations named financial sustainability as a top challenge. And while there’s plenty of talk about diversifying income, most associations still rely on three core streams: membership, events, and sponsorship. The problem? Those streams are under strain – and too many associations are experimenting with new revenue ideas without first stabilising their foundations.4. Deliver Meaningful Value.This is where the game is won or lost. Member loyalty isn’t automatic anymore – it’s earned. And in 2025, “value” isn’t about how much you offer. It’s about how relevant and felt those offerings are. Younger members want personalisation, speed, and values alignment. Everyone wants visible wins – fast. If your onboarding doesn’t deliver “aha!” moments in the first 30 days, expect quiet disengagement.5. Lead With Purpose.Purpose isn’t a slogan. It’s a strategic anchor. It shapes decisions, attracts partners, and builds trust. And increasingly, it’s what members and stakeholders are looking for when they choose who to support. In an age of collaboration, those with clear purpose also make better partners. And in a sector ripe for mergers, alliances, and shared ventures, being able to lead from purpose – not panic – is a critical capability. Now is the time for associations to lead with clarity, courage, and convictionThese five imperatives aren’t abstract ideas. They’re practical levers that strong associations are pulling right now – to evolve, lead, and thrive despite the pressure.&nbsp;If your strategy doesn’t yet reflect these imperatives, now’s the time to recalibrate.Need Some Help?Want help embedding these imperatives into your own strategy? Whether you need a sounding board, a strategy refresh, or support bringing your team along for the ride, I’d love to help. Email me at <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au">belinda@smsonline.net.au</a> and let’s explore what that might look like for your organisation.

Blog

What Will Your Association Look Like in 2028? Find Out Now

What's a Good Net Promoter Score for Associations?

How the Printing Press Reshaped Associations

Associations in Action: A German Tale of Pharmacy, Politi...

How I Partnered with AI to Analyse a Monster Dataset (And...

Five Strategic Imperatives Every Association Leader Shoul...