Category: innovation

The Perfect Storm

Posted on | by Elizabeth Weaver Engel, CAE | 1 Comment on The Perfect Storm

I’d like to share some sobering statistics about higher education and employment:

  • In the United States, students graduate from college with an average debt load of nearly $29,000.
  • Total student debt in the U.S. is $1.23 trillion and rising.
  • 47% of college-educated workers under 25 work in jobs
    that do not require a college degree.
  • Worldwide, 73.3 million people under the age of 25 are unemployed,
    representing 36.7% of total global unemployment.
  • In the United States in 2015, 32% of employers reported
    struggling to find qualified workers.
  • By 2020, 65% of all jobs in the United States will require some
    form of postsecondary education or training.
  • By 2020, the shortfall of postsecondary-educated Americans will
    approach 20 million.
  • 47% of jobs in the United States will be significantly impacted by artificial intelligence and automation within the next decade.

Over the next week, I’ll be blogging about and sharing excerpts from The Association Role in the New Education Paradigm, the eighth white paper in the ongoing Spark collaborative series.

Written with Shelly Alcorn, CAE (Alcorn Associates Management Consulting), the white paper reviews research on the disruptions currently affecting both K-12 and postsecondary education, talks about the future of a workforce impacted by skills gaps and automation, and details what Shelly and I believe to be inherent association advantages in being part of the solution to this significant global socioeconomic problem.

The white paper also features sidebars by Tracy Petrillo, EdD, CAE, Chief Learning Officer, EDUCAUSE (and recent recipient of ASAE’s Professional Performance Award), discussing Competency-Based Education, and by Polly Siobhan Karpowicz,MBA, CAE, ASAE Research Committee, on new research the ASAE Foundation is undertaking in this area.

We also share case studies of organizations doing excellent work preparing their audiences for the future of employment:

  • HR Certification Institute
  • Maryland Association of CPAs
  • National Association of Licensed Practical Nurses
  • Ohio Society of Certified Public Accountants

The white paper concludes with practical advice for associations that are eager to get started reshaping education, the employment market, and lifetime learning for the professions and industries you serve.

I’ll be blogging more about the white paper this week, but in the meantime, download your free copy of The Association Role in the New Education Paradigm at http://bit.ly/29CIquL, no divulging of information about yourself required.

And don’t forget to check out the other FREE Spark whitepapers, too:

Is Growth Necessarily Good?

Posted on | by Elizabeth Weaver Engel, CAE | 3 Comments on Is Growth Necessarily Good?

For membership associations, total membership count tends to be one of the key pieces of data we report to our senior leadership, our Board, and often publicly. And up is always better, right?

Not necessarily.

First of all, to quote the Spark/Mariner Getting to the ‘Good Stuff’: Evidence-Based Decision Making for Associations:

More members may be better up to a point, but beyond that you risk bringing in marginal members whose commitment to your mission is incidental at best, whose contribution to your community will be minimal, and whose acquisition and renewal costs will exceed their marginal revenue. In other words, they’ll be a drain on your association’s resources.

(Joe Rominiecki talked about this concept recently in Associations Now, too.)

This is all focused on growing your market share, that is, getting more customers.

But there’s also the concept of growing your customer share, that is, getting your customers to have a larger relationship with you – to buy more stuff and be more involved.

Harvard Business Review recently highlighted this same trend in looking at “super consumers.”

“But my most involved members already are, well, really involved. They aren’t going to buy more, are they?”

Actually, they will. To quote HBR:

…superconsumers represent 10% of a category’s customers but account for 30% to 70% of sales and an even higher share of profits.

Admittedly, their study focused on consumer brands. But it reiterates a message associations would benefit from, one that I’ve written about before:

Assume you have 10,000 members. Your annual meeting regularly sees 500 attendees, at $500 a pop. Based on past attendance, your actual number of prospective attendees is about 1,000. And you have a $10,000 marketing budget.

Most of us proceed to blast undifferentiated messages out to the entire 10,000 members. Which means we can spend $1 per member trying to get people to our conference. What if, instead, we focused that $10,000 and our staff time ONLY on the 1000 prospects who are likely to attend? All of a sudden, we’re only managing 1000 contacts, not 10,000, and we have $10 per prospect to market the conference. What if those focused, high-impact messages aimed only at truly likely attendees could increase conference attendance from 500 to 700? At $500 a head, that’s an additional $100,000.

In other words, pay more attention to your super consumers, who are, again according to HBR:

…defined by both economics and attitude: They are a subset of heavy users who are highly engaged with a category and a brand. They are especially interested in innovative uses for the product and in new variations on it. They aren’t particularly price sensitive. (emphasis added)

These are the people who aren’t just members or attendees or readers – they LOVE your association and are willing to offer their time, expertise, and innovative ideas to make it better.

What are you doing to find them, to nurture them, and to let them know you appreciate them? Maybe if we all got off our “growth in (marginal?) membership, no matter what” hamster wheels, we could find out.

 

What Is Your “Customer Journey”?

Posted on | by Elizabeth Weaver Engel, CAE

Reading a recent article in the Harvard Business Review on the topic of “customer journeys” got me thinking about their role in the association space.

What is a “customer journey”?

The example HBR used was of a solar company. Their initial outreach to one of the authors was a custom mail piece with a personalized URL that led him to a Google Earth image of his own house with solar panels mocked up on the roof. Clicking on that led to a webpage with estimates of potential energy savings, which then led to a one-on-one interaction with a sales rep to answer questions about leasing versus buying and installation. The company then sent references who were neighbors of the author, and a single-click lease tailored to his needs. The author was able to track progress of permitting and installation online, and is now able to manage the ongoing needs of his solar system as well.

That’s a customer journey – and, frankly, a pretty slick one.

decision journey loop from Harvard Business Review

 

 

 

 

 

 

 

 

 

HBR identified four keys to effective customer journeys

  1. Automation: streamlining processes through technology
  2. Proactive personalization: continuous learning to deeply understand your customers so you can appropriately prepare for – and pitch – the next step you want them to take
  3. Contextual interaction: understanding where your customer is so you can lead them to the next step
  4. Journey innovation: continuing to test, learn, and iterate to create new value for the customer and, as a result, for your organization

The point is to move from offering a bunch of products to providing a seamless, end-to-end solution that helps your customer (member) achieve something important to her.

In other words, leading engagement from the outside-in (yes, as in the white paper I co-authored last spring with Anna Caraveli).

Too often, associations focus on our products: we offer an annual conference, a magazine, some books, a webinar series, an awards program, committee volunteering, industry benchmarking and statistics, etc. And we’re organized to provide those products: there’s a membership team, a meetings team, a publications group, the professional development office, data analysts, etc.

Where’s the customer journey? Where’s the solution to a critical problem? Where are the member outcomes?

Absent. 

What if we, instead, focused on learning about what our members are trying to accomplish and putting together a customer journey to get them there?

Obviously, in order to figure out what members are trying to accomplish, you have to ask them, and in more in-depth ways than a member satisfaction survey with a bunch of Likert-scale questions. But if you think about it, I’ll bet you could come up with some places to start your research. Your members might want to:

  • Find a first job
  • Get a promotion
  • Build their professional (or personal) network
  • Get outside-the-office experiences (leadership, writing, public speaking) to enhance their long-term career prospects
  • Support or defeat particular legislation
  • Help others in the profession/industry
  • Do a better job marketing their business
  • Find clients
  • Etc….

Organizing to provide a solution to the problem of “I have a degree, but I need help finding my first job” rather than “to run our online career center” is a radical shift that demands different types of skills from differently constituted staff teams.

But the goal is to become a “Level Four” firm, “more attached to producing solutions to customers’ problems than it is to the products and services it offers.” Or, as HBR put it, “Key to these expanded journeys is often their integration with other service providers. Because this increases the value of the journey, carefully handing customers off to another firm can actually enhance the journey’s stickiness…” and with it, member loyalty and enthusiasm and association profitability.

Decision Journey image from the original HBR article cited, “Competing on Customer Journeys“

Turning Ideas into Reality

Posted on | by Elizabeth Weaver Engel, CAE | 1 Comment on Turning Ideas into Reality

Also known as “the hard part.”

I’ve been working with an association lately where the focus of the engagement is on transforming the organization. I’m specifically working with them on a membership transformation, but a piece of that is looking at transforming programs, products, and services. So we’ve been talking a lot about innovation.

Now, this is not their first time at the rodeo on the subject of innovation. In fact, they’ve been working on innovation initiatives for almost two years. The problem hasn’t been ideas – their staff members have come up with a bunch of good ideas, big and small. The problem has been: what happens next?

In fact, research demonstrates that this is where most innovation initiatives get hung up (seriously – I was going to link to an article, but I found WAY TOO MANY). And I’ve heard this same complaint from a wide range of other association colleagues.

The reason it all falls apart? It’s usually because no one on staff has business plan/business development skills, because there’s no budget allocated, and because no one has primary responsibility. In other words, “we solicited your ideas, but we have no plan for what to do next.” You can’t change the game with no dedicated resources.

The fact that this means that nothing changes is bad enough, but even worse, it’s totally dispiriting to the staff members who honestly and enthusiastically contributed their ideas.

But, as I’ve discovered in doing some interviews, there are associations who are having success at this. The common themes include:

  • Dedicated “new initiatives” budget – like Google’s famed and now long gone “20% time,” if you’re serious about innovation, you have to put some skin in the game. And don’t forget the cost of staff time, and the fact that you can’t create change with 5% of this person’s time, and 10% of that’s person’s time – someone will need to take primary responsibility, and that person will likely need to shift some of her other responsibilities to someone else to make that happen.
  • Documented process – there are a lot of good resources out there on this, but you need to have a way of reviewing ideas that includes some level of formality and objectivity, and some criteria for approving things, to keep your innovation initiatives from devolving into a popularity contest. And part of your process better be a formal review of expected revenues. Not every initiative your association takes on needs to make money, but you can only have so many “loss leaders,” and your choices about them must be conscious and informed.
  • Senior staff champion – someone with the weight of authority in the association needs to stand with each approved project to make sure that, when the person actually running with it needs help or resources or answers, she can get them. And senior leadership needs to be fully on board with this, and follow the process themselves.

What has your association learned about innovation success?

 

Engagement: It’s Not About You

Posted on | by Elizabeth Weaver Engel, CAE | 4 Comments on Engagement: It’s Not About You

There was a lot of talk about measuring and scoring member engagement at December’s ASAE Technology Conference.

People talked about scoring systems. People talked about tech platforms to track and report on the scores. People talked about engagement as the key to recruitment, retention, and upselling, whether that means getting members to invest money by buying stuff or invest time by taking volunteer positions. People talked about rewards for engagement. People talked about engagement being the core of the association value proposition.

We’re all on the engagement bandwagon, yes, sir, we are!

So what’s the problem?

I might have missed something, but nearly all the talk about engagement I hear was about scoring, tracking, and rewarding what the association values. We value committee service, so we give it a high score. We value spending money with the association, so we give it a high score. We value getting articles written for free for our magazine, so we give it a high score.

Spot it yet?

The perspective is totally backwards. Tracking, scoring, and rewarding what the association values tells you precisely zip about what the members and other audiences (do we even consider audiences outside the membership?) value about their interactions with us.

In other words, we’re focusing our resources, our attention, and ultimately, our value proposition on what the association values, not what the members value.

And then we wonder why the membership model is in trouble.

What if we changed our engagement model to start with conversations with members and other key audiences about what they value about their interactions with the association and the other members and key audiences, then based our scoring and rewards on what they value? How would that change our value proposition? The way we invest association resources, including money, staff, and time? Our organizational focus? Our members’ sense of involvement in and ownership of their association?

Edited April 24, 2013 to add: Associations Now recently addressed this very topic and came to the same conclusion: we’re “only scoring engagement the association values.” Yes folks, this is a big problem.

Edited February 25, 2016 to add: Is there a better way? You better believe it! Check out the recent Spark/The Demand Networks FREE white paper, Leading Engagement from the Outside-In to learn more.

Recruit the Whole Person

Posted on | by Elizabeth Weaver Engel, CAE

I was recently chatting with the smart and talented Andrea Rutledge (Executive Director of the National Architectural Accrediting Board) about membership recruitment.

Andrea’s been a volunteer with ASAE’s research committee, which supports the work of the ASAE Foundation, and we specifically got talking about the Future of Membership project. She said that one of the things that had most struck her and has been on her mind since the reports came out was the concept, raised in the University of North Texas study, of “recruiting the whole person.”

The UNT study was a bit different than the other research projects: rather than doing surveys or case studies, the UNT team did in-depth ethnographic-style dives into the lives of a handful of international graduate students. What they discovered in all cases was that the Decision to Join was not an individual one.

It’s easy to dismiss this finding: small sample size, people with different (possibly less individualistic) cultural backgrounds, in the limbo land of being a grad student, where you’re no longer an adolescent, but you’re maybe not quite fully an adult yet either.

In short, “that’s nice, but doesn’t reflect the reality of my association.”

Really?

Do your members pay their own dues, or do their employers pay?

Even if they pay their own dues, do they make financial decisions in a vacuum, or do they have spouses/SOs/dependents who are involved in those decisions as well?

Are they entirely and solely in control of how they invest their time, or do bosses or elderly parents or kids or other commitments influence whether it’s acceptable for them to be gone for conferences or committee meetings?

We think that the join decision is a simple one: Mary, we want to offer you X benefits that will help you in Y ways for Z dollars – yes or no?

In reality, the decision to invest the money and time in our associations, rather than the myriad other ways those resources could be invested, is likely not being made by individuals acting completely alone, uninfluenced by anything other than our shiny marketing materials. You may also need to convince a supervisor that the money your member is requesting for membership will return something that will make him better at his job. You may also need to convince a spouse that the time you’re asking your member to invest will provide enough career benefit to merit his absence from family and community activities.

Is this even on your radar? What are you doing to “recruit the whole person”?

 

The Lean Startup Changes Everthing

Posted on | by Elizabeth Weaver Engel, CAE | 1 Comment on The Lean Startup Changes Everthing

I’m excited to share the launch of the seventh whitepaper in the ongoing Spark whitepaper series, Innovate the Lean Way: Applying Lean Startup Methodology in the Association Environment.

The whitepaper addresses a simple (but not necessarily easy) concept. To quote my co-author, Guillermo Ortiz de Zarate, Director of Information Services for the National Council of Architectural Registration Boards:

“There’s no bigger waste than investing resources working on the wrong thing.”

Given associations’ tight resources, that type of waste is the last thing we can afford. Lean startup methodology, which moves beyond lean six-sigma process innovation to address the challenge of innovation, has taken the business world by storm in the last several years, with businesses of all sizes and life stages using it to experience greater success. Our contention is that associations can benefit from applying this methodology as well.

Innovate the Lean Way shares the basics of lean startup principles:

  • Business model canvas
  • The build-measure-learn cycle
  • Minimum Viable Product
  • The pivot

And the stories of four associations that are using lean startup methodology effectively to improve their innovation efforts:

  • The American Speech-Language-Hearing Association: Pivoting from Lean Process Improvement to Lean Startup
  • IEEE: The Power of the Pilot
  • NAFSA – Association of International Educators: Combining Design Thinking and Lean Startup
  • NCARB (Guillermo’s organization): Learning with Lean

Our goal is to help association leaders understand the benefits of applying this technique in your own organizations to eliminate waste, validate your learning, and innovate faster and more successfully.

I’ll be blogging more about the whitepaper in the coming days, but in the meantime, pick up your free copy at http://bit.ly/1NJJzkJ, no divulging of information about yourself required.

Don’t forget to check out the other FREE Spark whitepapers, too:

Innovate the Lean Way

Posted on | by Elizabeth Weaver Engel, CAE

“There’s no bigger waste than investing resources working on the wrong thing.”

Guillermo Ortiz de Zarate, Director, Information Systems, National Council of Architectural Registration Boards (NCARB)

Given associations’ tight resources, we can’t afford to waste time pursuing the wrong thing. Lean startup methodology (as opposed to lean six-sigma) has taken the business world by storm in the last several years, with businesses of all sizes and life stages experiencing success following its principles of building the minimum viable product, measuring what happens, and learning whether to proceed, stop, or pivot.

I’m excited to share that the newest Spark whitepaper is launching NEXT week. It’s co-authored with Guillermo Ortiz de Zarate and it applies lean startup methodology in the association sphere. Our position is that the keys to lean startup methodology – the Business Model Canvas, the Build-Measure-Learn cycle, the Minimum Viable Product (MVP), and the Pivot – are just as valuable and useful to associations as to the tech startups where the concepts originated. We think this same process can be used successfully by associations, and we have the case studies to back it up!

We’ll be launching the whitepaper with a FREE webinar Wednesday, October 21 at noon ET as part of the YourMemebrship.com Thought Leader Series. Join us to learn how you can apply this technique in your own organization to eliminate waste, validate your learning, and innovate faster and more successfully.

Oh – and check back here next week to download the actual whitepaper (also free).

Recapping the Outside-In Engagement #Assnchat

Posted on | by Elizabeth Weaver Engel, CAE | 1 Comment on Recapping the Outside-In Engagement #Assnchat

Anna Caraveli (The Demand Networks) and I had the opportunity to guest moderate #assnchat on Tuesday, July 14, with discussion focused around the issues we raise in our new whitepaper, Leading Engagement from the Outside-In (download your free copy at http://bit.ly/1GPNUM6).

In case you missed it, here’s a recap of the high points of the conversation.

Q1 How do you currently learn about your audiences? How do you share that knowledge internally?

People up brought up a lot of the usual suspects: demographic data collection, emails, calls, surveys, focus groups, online profiles/subscriptions, and event evaluations.

Partners in Association Management had a great response:

Q2 How are you capturing and sharing learning from less formal interactions?

Brandon Robinson asked:

We all agreed that it did, and Lowell Apelbaum added:

Partners in Association Management also keeps something they call “back pocket lists”: good ideas that couldn’t be implemented at the time someone came up with them that they reserve for a more suitable time.

Q3 What do you know about the outcomes your audiences seek? How are you helping them achieve those outcomes?

This question launched some observations about different generations in the workforce and the association having different goals, with Karen Hansen also pointing out:

We also talked about the whole “what keeps you up at night?” question (which is one of Anna’s favorites), and Lowell Apelbaum observed:

Q4 How do you discover what your audiences really value? How do you use that information?

People had lots of good suggestions here, ranging from pilot programs to trial and error, asking them, tracking behavior, observing what they spread/share/talk about/promote, and Ewald Consulting went kind of Zen Master on us:

That’s deep, man.

 

Q5 How do you facilitate building authentic relationships w your audiences? Between members?

 

Lots of great chatter here, too, but Karen Hansen had a simple, powerful response:

Treat members like human beings?!?! Radical concept!

Q6 How do you develop new products/programs/services? How do you collaborate with members on this?

Lowell (who was really on a roll today) had another great response for this one:

When we got to question 7, we kind of heard crickets:

 

Q7 How do you encourage collaboration between audiences and association? Among members?

 

Opinion was pretty much universal that this is a big struggle for associations. Kait Solomon pointed out:

Q8 How do you currently define engagement? Is your definition adequate/satisfactory?

Where Kait also observed that “engagement” has become a buzzword, and I quoted Ed Bennett, who recently pointed out that if there’s no ring involved, we probably need to stop talking about engagement and focus on what we really mean: conversation, talking, listening, relationship.

Q9 What do you do with members once you engage them? What’s the next step/goal?

I’m going back to Lowell again:

Our final question, which is the challenge I’m going to leave you with, too was:

Q10 What is one action you could take today to start your association on the path to outside-in engagement?

Not sure how to answer that? Check out the whitepaper at http://bit.ly/1GPNUM6 to get some ideas!

Leading Engagement from the Outside-In

Posted on | by Elizabeth Weaver Engel, CAE | 1 Comment on Leading Engagement from the Outside-In

I’m excited to share the launch of the sixth whitepaper in the ongoing Spark whitepaper series, Leading Engagement from the Outside-In: Become an Indispensable Partner in Your Members’ Success.

Co-authored with Anna Caraveli (The Demand Networks), the whitepaper tackles the question: if engagement is so critical to associations (and we would argue that it is), why aren’t we doing a better job of it?

Of course, associations have always been “about” engagement, and in the past several years, we’ve had a renewed focus on engaging our members and other audiences. The thing is, most of us aren’t really doing it well. Could that be because we’ve been thinking about engagement all wrong, focusing on what we want members to do and how we define value? Leading Engagement from the Outside-In describes a radical shift in our understanding of engagement, one based on an approach that encourages us to view the world from our audiences’ perspective, focus on the outcomes they want to achieve, build authentic relationships, and harness the power of collaboration to co-create the value our organizations provide.

Speaking of, I’ll be blogging more about the whitepaper in the coming days, but in the meantime, pick up your free copy at http://bit.ly/1GPNUM6, no divulging of information about yourself required.

Don’t forget to check out the other FREE Spark whitepapers, too: