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Last week I shared an article – “<a data-mce-href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D" href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D">These Jobs Are Next in Line for AI Disruption</a>” – about a new <a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935">Microsoft study</a> showing how AI is transforming tasks, not entire roles. It sparked a lot of conversation, especially from association professionals asking: What does this mean for how we structure work within our own organisations?&nbsp;It’s a timely question. If AI is shifting what gets done, by whom, and how – then simply tweaking job descriptions won’t cut it. The way most associations are structured wasn’t built for this kind of change.We need a new way of thinking about how work is designed, delegated, and delivered. And that starts with shifting from a job-based lens to a task-based mindset.Associations can adapt by focusing on tasks over titles – and how this shift can make our teams more agile, efficient, and future-fit.Because if we want to adapt meaningfully (and sustainably) to the rise of AI, we need to stop asking “Which jobs are safe?” and start asking “Which tasks are shifting – and how can we respond?”<h2>The Problem with Job-Centric Thinking</h2>Traditional job descriptions bundle a range of tasks under one role – member services, comms, events, advocacy, admin, etc. That model worked well in a stable environment.But when AI can take over 20%, 40%, or even 60% of the tasks in a single role – and leave others untouched – job-based thinking becomes a liability. You end up either underusing people or asking them to do work that no longer makes strategic sense.A task-based lens, on the other hand, gives you flexibility. It lets you:<ul><li>Identify where AI can add value (e.g. first drafts, research summaries, customer support triage)</li><li>Free up human capacity for the things AI can’t do (e.g. empathy, strategic thinking, member engagement)</li><li>Restructure roles more creatively around outcomes, not titles</li></ul><h2>5 Ways Associations Can Apply Task-Based Thinking</h2><ol><li>Audit the Work, Not the Role. Start by mapping out what your team is actually doing – task by task. Forget the org chart for a moment. What work is being done? What’s repetitive, rules-based, or language-heavy (i.e. ripe for AI support)? What’s strategic, relational, or judgement-based (i.e. best left to humans)? This gives you a clearer picture of where AI can slot in now – and where it probably shouldn’t.</li><li>Unbundle Roles and Reimagine Workflows. Instead of “events coordinator does X,” think: “event content is drafted by AI, reviewed by the comms lead, and delivered by the events team.” Roles become more fluid, more collaborative, and more focused on where humans add the most value. This opens up space for professional growth too – less time spent doing admin, more time spent thinking strategically.</li><li>Test AI Against Real Tasks. Don’t guess. Take a few real, recurring tasks and run them through AI tools. Draft an event email. Generate a policy summary. Answer a routine member query. Track the output, refine your prompts, and assess the results honestly. Then share those learnings with the team. Transparency builds buy-in.</li><li>Reshape PDs and Recruitment with Tasks in Mind. When hiring or restructuring, describe roles in terms of outcomes and tasks – not fixed duties. “We’re looking for someone who can oversee our CPD strategy and lead member engagement – with the help of AI tools to streamline the admin and content creation.” It’s a more accurate reflection of the work… and it signals to candidates that you're future-ready.</li><li>Empower Staff to Rebuild Their Own Roles. The best ideas often come from the people closest to the work. Give teams permission to rethink how they work, what they own, and where AI could support them. Provide training, not just on tools, but on task design and workflow thinking. This builds confidence and helps people shift from “AI might replace me” to “AI can help me do this better.”</li></ol><h2>From Fear to Fit-For-Future</h2>AI can feel threatening – especially when it’s framed as a replacement for jobs. But when we break work down into its core tasks, a more empowering picture emerges. We start to see where humans shine. We start to design better jobs. We start to build more responsive, agile, and human-centred organisations.Associations are no exception. We are not immune from this shift – and we shouldn’t aim to be. The challenge is not to preserve roles exactly as they’ve always been, but to evolve them in ways that are smarter, more fulfilling, and more strategic.So here’s the question: Are you adapting your structure around the jobs you hired for five years ago – or the tasks you need to deliver tomorrow?Because that’s where the future of association work is heading. And the organisations that get there first won’t just be more efficient – they’ll be better at delivering real value, to members and staff alike. &nbsp;

Why Associations Need to Rethink How The Work Gets Done

Change in associations rarely fails because of strategy. It fails because of people.We don’t like to admit that. It’s much easier to focus on the vision slides, the project plan, the rebranding timeline. But every major change – whether it’s a membership restructure, a merger, or shifting to digital-first delivery – comes with a messy human dimension.And here’s the thing: people’s emotional journey through change is not random. It follows a pattern that’s been observed for decades – one that’s far more predictable than most realise.<h2>Why the Kübler-Ross Change Curve Matters Now</h2>First introduced to describe the five stages of grief, the <a data-mce-href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/" href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/">Kübler-Ross model</a> was later adapted by change management practitioners to map the emotional journey people experience during organisational transitions. The Kübler-Ross Change Curve adds stages like Shock at the start and Experimentation before final Acceptance – reflecting the reality of workplace change.Today, associations are facing change on an unprecedented scale. It is constant, and the pace is accelerating. Leaders are asking members, boards, and staff to respond to economic pressures, AI-driven service expectations, generational shifts in leadership, and evolving definitions of “value for membership.”In such a climate, understanding the change curve isn’t just an academic exercise – it’s a practical map for steering through the emotional turbulence that change inevitably creates.The Kübler-Ross Change Curve for organisational change typically runs like this:<ul><li>Shock – The initial “This is happening?” moment. In associations, this often shows up when members hear about a big dues restructure or when staff learn their roles will change. Even if the news isn’t objectively bad, it disrupts expectations.</li><li>Denial – “It won’t really affect me.” Members might believe they can ignore the change and carry on as before. Staff may assume the strategy will quietly fade like last year’s initiative.</li><li>Frustration/Anger – “Why are we doing this?” Here’s where energy spikes – but negatively. In boardrooms, you’ll hear “We tried that before and it didn’t work.” In staff teams, resistance surfaces in subtle slowdowns or outright pushback.</li><li>Depression/Low Energy – “Maybe this is the end of the good times.” The most dangerous phase for an association. Morale dips, volunteers disengage, and membership satisfaction wobbles. Leaders often panic here – but this stage is a normal part of the process.</li><li>Experimentation – “Maybe I’ll try the new system.” This is the first sign of upward movement. People begin testing the new approach, exploring how it might work for them.</li><li>Acceptance &amp; Integration – “This is just how we do things now.” The change is embedded. The focus shifts from surviving it to making it thrive.</li></ul><h2>Where Leaders Often Misjudge the Curve</h2>Most association executives underestimate three things – and each of these can quietly derail even the best-planned change.<ol><li>How long the middle dip lasts. The “Valley of Despair” between frustration and experimentation is not a bad day or a bad week – it can last for months if left unmanaged. During this time, motivation drops, enthusiasm for the vision fades, and even high performers may disengage. Leaders who assume the curve will naturally “bounce back” risk losing volunteers, members, and staff momentum permanently.</li><li>How differently groups move along the curve. Your early adopters – often younger members, innovation-minded staff, or sector disruptors – might be experimenting enthusiastically while your most loyal, long-standing members are still stuck in denial. And because those long-standing members often hold influence and social capital, their emotional position can shape the mood of the whole community.</li><li>Misreading silence as acceptance. Just because someone stops voicing frustration doesn’t mean they’ve moved forward – they may simply have disengaged. The absence of noise can hide the slow erosion of commitment.</li></ol> Ignoring these truths creates a dangerous mismatch between leadership expectations and stakeholder reality. Leaders push ahead expecting alignment, while large parts of their community are still wrestling with loss, uncertainty, or mistrust. The result? Initiatives stall, goodwill drains away, and the change effort gets remembered as “the time they tried that and it didn’t work.”<h2>Leading Through the Curve</h2>Knowing the theory is one thing – leading people through it is another. The change curve isn’t a poster you stick on the wall; it’s a guide you work with daily, adjusting your approach as people move (or stall) along it. Here are four ways association leaders can turn the model from a diagram into a practical leadership tool that gets everyone to the other side of change with more energy – and less fallout:1. Name the stage openly. You don’t need to mention Kübler-Ross by name, but you can say, “I know this feels uncertain right now – that’s normal. We’re in the messy middle of the transition.” Normalising reactions helps people move forward.2. Customise support for each stage:&nbsp;* Shock: Prioritise clarity – explain what’s changing and why.&nbsp; *&nbsp;Denial: Share evidence of urgency – why “no change” isn’t an option.&nbsp; *&nbsp;Frustration: Create safe forums for venting and listening.&nbsp; *&nbsp;Depression: Reconnect people with purpose and small wins.&nbsp; *&nbsp;Experimentation: Provide low-risk pilots and resources.&nbsp; *&nbsp;Acceptance: Celebrate successes publicly.3. Mind your own curve position. As a leader, you may be in acceptance months before your members are. Resist the urge to rush them. Your patience will pay dividends.4. Use champions strategically. Board members, influential volunteers, and respected staff can model experimentation and acceptance earlier – helping pull others forward.<h2>The Rewards of Getting it Right</h2>When leaders understand and actively manage the change curve, they don’t just get smoother transitions – they build long-term resilience. Members feel heard. Staff feel supported. The association proves it can adapt without losing its identity. And crucially, your community learns that change isn’t something to fear, but a sign of life.It also strengthens trust – because people remember not just what you changed, but how you led them through it. Handling the emotional side of change with clarity and empathy shows that the leadership team values relationships as much as results. That reputation pays dividends long after the specific project ends.And here’s the bigger win: once members and staff have successfully navigated one change with you, they become far more open to the next. The first curve might feel like climbing a mountain; the second feels more like walking a well-marked trail. Over time, your culture shifts from resisting change to expecting and embracing it.In an era where associations must evolve faster than ever, that cultural readiness isn’t just an advantage – it’s survival.

From Shock to Acceptance: Guiding Your Association Through Change

Across the world, many associations are quietly dying.Not with a bang – but with a slow fade. A creeping irrelevance. A loss of energy, clarity, and purpose. They still hold meetings. They still run conferences. But the spark is gone. And most don’t even realise it’s happening – until it’s too late.Sound extreme? It’s not. It’s history.There’s a centuries-old pattern playing out in boardrooms, strategy sessions, and member communities right now – one that mirrors the rise and fall of civilisations. It’s called the empire cycle, and once you see it, you can’t unsee it.Originally used to explain how great empires grow, peak, and decline, the cycle has startling relevance for associations. It offers not just a lens to diagnose where you are – but a wake-up call for what comes next.Because the truth is, if your association is stuck, stagnant, or slowly slipping into comfort… you may already be deep in the cycle.Let’s break it down.<h3>📜 Where the Empire Cycle Comes From</h3>The “empire cycle” isn’t just an abstract metaphor. It was introduced by British historian (and former army officer) Sir John Glubb in his 1976 essay <a data-mce-href="https://people.uncw.edu/kozloffm/glubb.pdf" href="https://people.uncw.edu/kozloffm/glubb.pdf" target="_blank" rel="noopener">The Fate of Empires and Search for Survival</a>. After studying over 3,000 years of history, Glubb identified a striking pattern: civilisations as different as the Roman, Persian, and British empires all followed a similar trajectory over an average of 250 years.Each began with passion and pioneering energy. They grew, flourished, and became dominant forces. But eventually, they softened. Internal strength gave way to external appearances. Purpose gave way to comfort. And decline followed.He mapped this decline in seven distinct stages:<ol><li>🌱 The Age of Pioneers (Outburst). The raw, courageous beginning. This is the stage of sacrifice, risk-taking, and bold vision. Empires (and associations) are built by those who say, "There has to be a better way," and then commit everything to making it real.</li><li>🛡️ The Age of Conquests. Now the empire pushes outward – expanding reach, establishing influence, and building foundations. Not always through war; often through influence, alliances, and movement-building.</li><li>💼 The Age of Commerce. Stability brings prosperity. Trade, wealth, and structure rise. But so does complexity. Systems are formalised, and roles are professionalised. The momentum continues, but the mission becomes more managed.</li><li>💎 The Age of Affluence. With wealth and comfort comes a softening of drive. Luxury and reputation replace hunger and hustle. Risk is avoided. Maintenance replaces movement.</li><li>🧠 The Age of Intellect. Now come the debates, white papers, and think tanks. Intellectual activity flourishes, but it often disconnects from meaningful action. The system becomes self-referential.</li><li>😬 The Age of Decadence. Courage gives way to cynicism. Civic duty fades. Infighting grows. Energy is spent defending tradition, not pursuing purpose. Everything slows down.</li><li>🏩 The Fall. Collapse comes – sometimes suddenly, sometimes through slow erosion. The causes vary, but the pattern is predictable. And for many, it comes as a shock.</li></ol><h3>🧭 The Empire Cycle: How It Shows Up in Associations</h3>Here’s how Glubb’s seven-stage model plays out in the life of an association:<ol><li>🌱 The Age of Pioneers: Purpose Ignited. Every great association starts with a group of passionate people who see a gap and say, “We have to do something.” It’s raw, grassroots, and driven by purpose over process. Budgets are tiny, but belief is huge. Signs: Founders with fire in their bellies. Rapid early growth. Everything feels mission-first and member-powered.</li><li>📈 The Age of Growth: Momentum Builds. The association gains traction. Formal structures appear. Systems are implemented. Events begin. Membership expands beyond the original core. Signs: Strategic plans, national visibility, early staff hires, steady revenue growth.</li><li>💰 The Age of Prosperity: The Golden Era. The association becomes a known and trusted leader. Advocacy wins stack up. Conferences thrive. It’s stable, respected, and professionally managed. Signs: Surplus budgets, high-profile partnerships, polished branding, pride in legacy.</li><li>🛋️ The Age of Affluence: Comfort Creeps In. Success breeds comfort. Legacy programs linger. Risk aversion sets in. Innovation slows. The original mission may still be on the wall, but it no longer drives decisions. Signs: Bureaucracy increases. “We’ve always done it this way” becomes a default response. New ideas stall in committees.</li><li>🤔 The Age of Intellect: Strategy Over Substance. More talking, less doing. Committees multiply. Reports and strategy decks abound, but bold action is rare. Members disengage as the organisation focuses inward. Signs: Over-reliance on consultants, endless planning cycles, disconnect from frontline member experience.&nbsp;</li><li>⚠️ The Age of Decadence: Decline in Disguise. The brand may still hold weight, but the engine is sputtering. Internal conflict rises. Staff burn out. Younger members don’t see the relevance. Yet from the outside, things still look fine. Signs: Falling engagement, stagnant offerings, declining trust, reliance on reserves.</li><li>🏚️ The Fall: Obsolescence or Collapse. Some associations fade quietly. Others collapse more suddenly – through failed governance, financial crises, or an external disruption that finds them unprepared. Either way, the fall usually feels “sudden”… even though the warning signs were there for years.</li></ol>But here’s the twist: the fall usually comes as a shock to those inside – because they’ve mistaken legacy for relevance.<h3>&nbsp;🔄 Can the Cycle Be Broken?</h3>Yes – but not by accident.&nbsp;The empire cycle is a pattern, not a prophecy. And associations, unlike empires, have something powerful on their side: conscious leadership. If you can recognise where your association sits on the cycle, you can choose to renew rather than decline. That means:<ul><li>Reconnecting with your founding purpose</li><li>Replacing bureaucracy with responsiveness</li><li>Daring to innovate before decline forces you to</li><li>Involving members in shaping value, not just consuming it</li><li>Making hard calls about legacy programs that no longer serve</li></ul>Renewal doesn’t mean starting over. It means returning to what made you relevant in the first place – with fresh eyes and renewed courage.<h3>💬 Which Stage Are You In? </h3>Every association is somewhere on the cycle. The question is: where? And more importantly – what are you doing about it?&nbsp;If your strategy isn’t shifting behaviour, if your members are disengaging, or if your board is avoiding hard calls, you may be closer to decline than you think. But here’s the good news: the early stages are always available to those with the courage to act.Let’s not just study history. Let’s learn from it – and lead through it.<h3>📣 Thinking About Your Strategic Direction? Let’s Talk.&nbsp;</h3>If your association is at a crossroads – or you suspect it might be deeper in the cycle than you’d like to admit – now is the time to act. Whether you’re planning a reset, refreshing your member value proposition, or overhauling your strategy entirely, I’d be glad to help you make sense of the path ahead. I work with associations of all shapes and sizes to navigate complexity, realign with purpose, and reignite momentum. If that’s what you need right now, let’s start the conversation. 📧 <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au" target="_blank" rel="noopener">belinda@smsonline.net.au</a> 📞 +61 (0) 413 190 197You don’t have to wait for a crisis to do something bold. Sometimes all it takes is the right nudge at the right moment. This might be yours.

The Hidden Pattern That Explains Why Associations Rise, Stall, and Collapse

The AI conversation is growing louder. But AI isn’t reshaping the world equally. Some professions are being transformed at lightning speed, while others are barely touched. And the organisations best placed to help industries navigate that uneven impact? Associations.A new study from Microsoft titled “<a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935" target="_blank" rel="noopener">Working with AI: Measuring the Occupational Implications of Generative AI</a>” offers the most in-depth real-world insight we’ve seen yet. It examined over 200,000 AI interactions across 14,000 users from a diverse range of sectors and roles.The takeaway? How AI impacts you depends entirely on what you do – and that means every association must understand its unique risk and opportunity profile.&nbsp;And if your association isn’t leading the AI conversation in your industry, someone else will. And your members will follow them.<h3>🎯 AI Isn’t Coming for “All Jobs” – Just Some Tasks in Some Jobs</h3>The study took a practical approach: instead of asking experts to speculate on AI’s future impact, it analysed how real people across occupations are already using AI. And what it found is sobering and strategic. AI is being used for five core tasks across industries:<ul><li>Writing and editing</li><li>Summarising or explaining</li><li>Coding and technical support</li><li>Teaching and coaching</li><li>Translation or transcription</li></ul>The more a role involves these types of work, the more susceptible it is to disruption (or enhancement) from generative AI.<h3>🔍Industries Most Impacted by AI</h3>Based on real-world usage, here are the occupations and sectors most exposed to generative AI – where it's not just being tested, but integrated into daily workflows:High Impact / High Exposure Industries:<ul><li>Computer &amp; Mathematical Professions: Software engineers, data scientists, systems analysts</li><li>Office &amp; Administrative Support: Executive assistants, scheduling clerks, customer data entry</li><li>Sales &amp; Customer Support: Inside sales, technical sales, customer service reps</li><li>Writing, Editing &amp; Content Development: Copywriters, editors, communications professionals</li><li>Translators &amp; Interpreters: Particularly for written or simultaneous translation</li><li>Education, Training &amp; Coaching: Learning designers, tutors, knowledge managers</li><li>Legal Support &amp; Analysis: Paralegals, legal researchers, compliance documentation</li><li>Marketing &amp; PR: Content marketers, SEO specialists, media advisors</li><li>Financial Services: Budget analysts, insurance underwriters, auditors</li></ul>Moderate Impact – Partial Task Replacement:<ul><li>Medical Records &amp; Billing</li><li>Journalism &amp; Media</li><li>Human Resources &amp; Recruiting</li><li>Real Estate &amp; Property Management</li></ul>Low Exposure / Low Current Impact:<ul><li>Construction &amp; Trades</li><li>Nursing Support &amp; Patient Care</li><li>Hospitality &amp; Food Services</li><li>Transport &amp; Logistics (manual roles)</li><li>Machinery Operators &amp; Installers</li><li>Agricultural Labour</li><li>Early Childhood Education (practical care)</li></ul>These “low exposure” sectors involve manual tasks, physical dexterity, on-site presence, or emotional labour where AI either struggles or is simply not fit for purpose… yet.<h3>🧭 What Should Associations Do?</h3>This is not a spectator sport. Associations are ideally placed to convene, educate, regulate, and lead their industries through this transformation. Here’s what that looks like:1. Understand Your Sector's AI Exposure<ul><li>Conduct a task-level review: which member roles involve high AI-applicable tasks (writing, summarising, teaching)?</li><li>Run a pulse survey: how are members currently using tools like ChatGPT, Claude, or other platforms?</li><li>Don’t generalise – AI’s impact differs even within sectors (e.g. marketing assistant vs event coordinator).</li></ul>2. Create an AI-Readiness Roadmap for Members<ul><li>Offer webinars and CPD on prompt engineering, AI ethics, productivity gains, and risk management.</li><li>Develop toolkits that help members navigate tool selection, internal policy, and client expectations.</li><li>Publish sector-specific position papers or guides outlining likely changes, opportunities, and up-skilling pathways.</li></ul>3. Advocate for Sensible AI Governance<ul><li>Lobby for regulation that protects jobs without stifling innovation.</li><li>Work with educators to future-proof qualifications and training programs.</li><li>Ensure your sector’s voice is heard in public and political conversations on AI.</li></ul>4. Experiment Internally – Model the Change<ul><li>Use AI in your own operations: member service, policy drafting, marketing content.</li><li>Pilot use cases and transparently share results with members.</li><li>Develop internal ethical guidelines to maintain trust while increasing efficiency.</li></ul>5. Support Emotional Readiness, Not Just Skills<ul><li>AI anxiety is real – especially in sectors where roles are clearly threatened.</li><li>Create safe spaces for discussion: think forums, roundtables, or anonymous surveys.</li><li>Help members reframe AI from job-replacement to task-transformation.</li></ul><h3>🛠 Associations Must Lead the Charge</h3>The AI wave is crashing differently on every shoreline. Associations can’t afford to wait and see. They must: Understand their sector’s exposure; Educate and support members early; and Drive the conversations that shape fair, smart, and practical adoption. This is about leadership in its truest form. Not just adapting your own organisation – but helping an entire profession or industry evolve responsibly.Whether you're representing education, engineering, animal health, finance, design, policy, or events – the question isn’t if AI will change your profession. The question is: Will your association lead that change – or chase it?<h3>🪄Need Some Help?</h3>Want some support on your AI journey? Contact <a data-mce-href="mailto:Julian@smsonline.net.au" href="mailto:Julian@smsonline.net.au" target="_blank" rel="noopener">Julian Moore</a> to find out how we can help you lead the way for AI in your sector.&nbsp;

These Jobs Are Next in Line for AI Disruption

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It’s no secret among association leaders: corporate sponsorships just aren’t what they used to be. Once a reliable stream of revenue that fuelled events, programs, and publications, sponsorship income is now stagnating - or worse, shrinking - for many Australian associations. But why has this golden goose gone quiet?Let’s explore what’s behind this sponsorship slump - and where we go from here.The Trend: Downhill and HoldingThis isn’t a new problem. The COVID-19 pandemic may have accelerated the slide, but associations across sectors like healthcare, education, and the professions were already reporting flatlining sponsor support well before 2020.And according to 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 in 2025 </a>report, nearly one in three associations have seen a drop in sponsorship revenue over the past 12 months. It’s not just a blip - it’s a trend.So What’s Behind the Decline?It’s not one factor - it’s a collision of several. Think of it as a perfect storm of tighter budgets, shifting priorities, and rising expectations.Sponsorship Isn't the Only Game in Town. Associations once held exclusive access to hard-to-reach audiences. A national conference or respected journal could command serious sponsor dollars. Now, sponsors have more ways to reach the same people - often with better results and clearer ROI. As the report notes, sponsors are demanding more customisation and flexibility. A logo on a lanyard doesn’t cut it when LinkedIn can serve your ad to a hyper-targeted segment with measurable engagement metrics.ROI or Bust. Today’s marketing teams want hard numbers. Sponsorships need to show their worth - clicks, leads, conversions, impact. No fluff, no vague “brand visibility.” The Purpose Under Pressure report highlights that demonstrating ROI is now a core expectation, not a nice-to-have. Associations that can’t deliver that data? They’re quickly slipping down the priority list.Events Are Changing - and So Are Sponsor Expectations. Events remain central to member engagement and sponsor revenue - but they’re also harder to deliver, cost more to run, and come with higher expectations from attendees and sponsors alike. According to the report, 56% of associations find sourcing sponsors and exhibitors to be one of their biggest challenges. Why? Because the old sponsorship model - signage and a stall - isn’t cutting it anymore. Sponsors want immersive, digital, and year-round engagement opportunities.Budgets Are Tight and Scrutinised. Economic uncertainty has made marketing budgets razor-thin. And as the Purpose Under Pressure report shows, 84% of associations say financial sustainability is a major challenge - on both the income and expense side. When companies do spend, every dollar has to fight for its place in the budget. If sponsorships can’t prove value, they’re the first to go.AI Is Quietly Changing the Game. While many associations are still stuck in traditional sponsorship sales tactics, a growing number are using AI to sharpen their strategy and boost performance. Whether it’s using predictive analytics to target ideal sponsors, automating prospect research, or personalising pitches at scale, AI is becoming a secret weapon for sponsorship success. Associations leveraging AI are gaining an edge - saving time, increasing conversion rates, and delivering stronger ROI insights to sponsors.Where Do We Go From Here?Let’s not sugar-coat it: the old model is broken. But that doesn’t mean sponsorship is dead. It means it needs to evolve. If associations want to reverse the downward trend, they must:<ul><li>Stop selling static packages. Start crafting custom solutions that address real business objectives.</li><li>Prove the value. Build measurement into every offering - before sponsors ask.</li><li>Think beyond the event. Offer year-round content, community access, and collaboration.</li><li>Align on values. Purpose is powerful. Make sure yours is clear - and compelling.</li><li>Invest in your sales capability. Sponsorships won’t sell themselves. Equip your team to sell with confidence.</li><li>Leverage AI smartly. Use tools that reduce manual work and enhance your strategic impact.</li></ul>Associations that adapt will not only survive - but thrive. The rest may find themselves stuck in a sponsorship desert, wondering why no one’s calling back.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</a> report makes it clear: the sponsorship landscape has fundamentally shifted. It's no longer about selling shelf space. It's about co-creating value.&nbsp;And in this new world, relevance, responsiveness, and relationships matter more than ever.Want to increase your sponsorship revenue and boost your productivity using AI? Contact Julian Moore at <a data-mce-href="mailto:julian@smsonline.net.au" href="mailto:julian@smsonline.net.au" target="_blank" rel="noopener">julian@smsonline.net.au</a> to learn how AI can help modernise your sponsorship strategy and generate better results with less stress.

Why Association Sponsorships Are Flatlining – And What To Do About It

AI Artificial Intelligence technology for data analysis, research, planning, and work generate. Man uses a laptop and AI assistant dashboard. Technology smart robot AI agents and agentic workflows.

AI has already changed the world. Quietly and almost invisibly, Ai has crept into the background of our daily life. While 90% of organisations know that Ai will be a benefit to their organisation, less than 3% have started to implement it. However, the workforce hasn’t waited and is already using AI in a huge number of ways. <a data-mce-href="https://cdn.commoninja.com/asset/bdda6661-dbaf-42ac-bfee-4f93deef2cf2.pdf" href="https://cdn.commoninja.com/asset/bdda6661-dbaf-42ac-bfee-4f93deef2cf2.pdf" data-mce-selected="inline-boundary">﻿Here are a few of the ways...&nbsp;</a>

AI In Action

SMS specialises in AI, strategy, research, membership, and partnerships for associations, charities, unions, and other not-for-profit entities. Our assistance is tailored to your needs and budget with a focus on insightful ideas and practical solutions. We can assist with anything from a discussion on a specific issue to working with you on longer term projects.

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AI In Action