Belinda Moore: “The true value lies in feeling part of something bigger”

© All photos courtesy of BestCities Global Alliance and part of the 2024 Forum in Melbourne

The concept of association has coexisted among us for hundreds of years, serving as the primary idea of congregation, collectivisation of community efforts and defence of common interests. However, at January’s BestCities Global Forum in Melbourne, Belinda Moore seemed to be describing a scenario in which the visibility, tangibility and delivery of associations could be seriously compromised by a world that many of them have yet to get to know or adopt.

Belinda Moore is Head of Strategic Membership Solutions, Advisory Board Chair of the Answers for Associations, and has worked in the sector for over 30 years. Her expertise lies in rapidly changing operational scenarios in the association ecosystem, innovations to advance legacy objectives, and aligning membership programmes with these objectives. “I spend a significant amount of time each week presenting to Board members with the sole purpose being to inspire them to action,” she says.

Reflecting the transformative impact of new technologies, generational transitions, and the multiplicity of market trends, our conversation made clear the fundamental role of associations in further engagement with members, in an evolving business model, in the leadership ladder, and in marketing and communicating with the outside world. So, what’s in store for associations, their members, and their sectors? Read on for some clues...

1) How do you see this sector in ten years’ time in terms of competition, mergers and consolidations?

The need for humans to come together collectively exists prior to associations and will exist long after associations are gone – that drive will not disappear. If associations don’t adapt, new mechanisms may emerge. Yet, many of them are already on the road to change. We can already see that associations will undergo significant transformations over the next decade as macro trends, such as changes in technology, will force associations to adapt. The pace of change will only accelerate, and associations must permanently adapt to rapid changes. I remain optimistic that associations can maintain their original legacy and purpose, provided they adapt to the digital landscape and changing member expectations. However, for some, their purpose may need to adapt and shift as the world around them evolves. Embracing technology, focusing on creating an impact, and innovative engagement strategies will be key to staying relevant.
 

2) Do you think this is where the fork in the road lies between the associations of the future and those that will perish at the hands of the traditional fading models?

There’s no one-size-fits-all path for how associations evolve their business models going forward. While some may aim to become the ‘LinkedIn’ for their industry by facilitating connections and curating content, others could go the ‘Netflix’ route by providing amazing educational experiences. Or they could embrace an ‘Amazon’ style marketplace model for professional resources.

Associations will likely develop a range of approaches tailored to their unique purpose and members, rather than conforming to a single model. The unifying thread will be delivering genuine value to their communities, whether that’s through networking, learning, or comprehensive solutions. Creativity and innovation will be the hallmark of the associations that thrive.
 

3) What kind of workforce transformation is underway when you talk about “a series of powerful generational, cultural and economic forces” in collusion?

The rise of the gig economy, a diverse workforce, the emergence of brand new roles and professions, and the decline of others, signals a profound transformation in the way we work globally. Associations must evolve their offering to meet the challenges that these shifts will bring. When you overlay those changes with the needs, expectations and engagement preferences of newer generations, such as Millennials and Gen Z, you can see that this will require a transformational shift in not just the offering, but the way offerings are delivered. Associations will need more flexible, inclusive, and technologically savvy approaches to membership. Creating powerful impact against purpose, delivering compelling value, and using integrated communication to engage all generations will be crucial for associations to unlock their strategic potential.
 

"Associations are one of many mechanisms that enable people to come together to advance a common cause."

4) What are the main short-term opportunities and long-term threats that organisations will face with the rise of deep tech, AI and the hybrid world? How can we navigate a changing world if the boat is taking us into uncharted territory?

In the short-term, technology offers immense opportunities for enhancing member engagement and expanding the reach of associations. Associations will be able to increase their productivity, enhance the member experience, and improve performance across their offerings – from advocacy to events. Long-term, the challenge lies in keeping pace with technological advancements without losing the human touch that forms the core of member relationships. Navigating this rapidly evolving terrain requires a blend of innovation, adaptability, and a deep commitment to advancing impact against purpose.
 

5) How can associations turn sentimental belonging into transactional membership by aligning it with values and maintaining relevance?

Joining an association starts with a transaction, but the true value lies in feeling part of something bigger. It's about moving from “I joined” to “I belong”. Guiding members through this transition is crucial. Without it, many new members drift away in their first couple of years of membership. It’s one of the reasons retention rates for new members are often lower. Every member should feel connected and valued from the start. Associations can ensure that happens with strong new member onboarding programmes. The strength of an association isn't just in the products, services, and events it offers, but in the sense of community it builds. Belonging is the key to keeping members engaged and invested over the long-term.
 

6) How can associations converge the depth of the event experience and the breadth of attendee engagement in their communities going forward?

Most associations aren’t made up of one homogenous “community,” but rather of different “tribes” that have their own interests and needs. The most successful associations use data, technology, and a broad range of engagement tools to connect individual members to the tribe appropriate for them. Association events provide a mechanism to connect these tribes – whether online or face-to-face, large or small. Associations should not look at events in isolation but understand how each event contributes to the engagement journey of the different tribes within its community. For a conference, this may mean creating dedicated tracks, sessions and hangout spaces tailored to each group’s specific interests. Event technology can then be used to enhance those tribal experiences further before, during, and after the event, with virtual lounges, forums, and other activities that keep people connected.
 

“Creativity and innovation will be the hallmark of the associations that thrive.”

7) How can association teams and management point the way to creating legacy and impact strategies if they have overly operational boards by their side?

Having an overly operational board or a challenging board/ CEO relationship is an unfortunate reality that many association professionals face. It can certainly negatively impact an association’s ability to drive meaningful legacy and impact. When the board lacks vision, and doesn’t fully grasp the significance of an association’s purpose and social impact, it creates a major roadblock for management and staff seeking to break new ground. The best pathway forward is to bring the board along through education. The senior staff team have to take the initiative to consistently communicate the bigger picture vision and lay out tangible impact strategies. Use hard data, member feedback, and industry examples to consistently make the case.

It also may require cultivating reform-minded board champions over time who can influence from within. Identify forward-thinkers able to sway resistant colleagues and get them onto leadership pathways. Consider bringing in outside voices respected by the board to drive key points home. Ultimately, realigning a board is a long game. It takes relentless reinforcement of the vision and purpose, reframing perceptions, and planting seeds of understanding. If done skillfully and patiently, even stubbornly traditional boards can evolve to see their organisation’s potential for greater legacy and impact. The challenge? Getting it down with enough time left to drive the change required to survive what’s coming.