Following the completion of the inaugural ASAE program Leading a Resilient Association–Using Foresight to Drive Your Strategy and Operations, a diverse cohort of association professionals embarked on their individual paths to integrate foresight into their organizations. The group included presidents and CEOs, CFOs, heads of operations, directors of membership and business development, advocacy directors, directors of chapter relations, managing directors of strategic partnerships, HR directors, consultants, and others—all representing associations and AMCs (association management companies) of varying sizes and sectors.

Recently, session facilitators Kristine Metter, MS, CAE, and Suzanne C. Pine, FASAE, CAE, convened a call to allow attendees to share their experiences from the first 30 days of their foresight journey. Each participant’s approach to applying foresight principles to strategy and operations varied significantly, reflecting the unique needs and dynamics of their respective organizations.

Real-World Approaches to Foresight Implementation

Top-Down or Staff-Up (both work!). Some attendees initiated their foresight journey by introducing key concepts from ASAE’s ForesightWorks research to their CEOs and senior leadership. This led to broader engagement, including board retreats and strategic planning sessions focused on integrating foresight discussions into organizational frameworks.

Kelli Baxter, executive director of the American Translators Association, was met with volunteer leader resistance. Instead of accepting defeat, Kelli opted to start her foresight journey by sharing the information with her senior staff team responsible for two of the major association programs. Metter labeled this as an effective stealth approach to “dripping” foresight into the organization.

Several participants began their journey by educating and empowering staff with foresight principles. This approach enabled forward-thinking conversations aligned with operational goals, as exemplified by Beka Wall and Davis Gidney of the Cattlemen’s Beef Promotion & Research Board.

Committee and Volunteer Engagement. Others found success in gradually introducing foresight elements to specific committees. For instance, Pam Weber, VP of the National Apartment Association Education Institute (NAAEI), used foresight exercises centered on critical drivers of change like “Shifting Environment for Content” and “AI” to foster strategic discussions among committee members, enhancing program development and volunteer engagement. Pam plans to continue to weave foresight discussions into existing staff and volunteer meetings throughout the year. Discussing the evidence-based research allows both volunteers and staff to learn and better understand current issues that will drive change within NAAEI.

Melissa Andrews, president and CEO of LeadingAge Virginia, introduced the practice of foresight during a board retreat. The association’s Governance Committee embraced the goal of integrating foresight discussions on a more routine basis.

Creative Foresight. Innovators like Krys Ardayfio of the National Association of Colleges and Employers drew inspiration from outside sources, using the Beyond Zero documentary to ignite foresight discussions among board members, thereby envisioning the association’s future through a broader lens.

Ken Widelka of the American Association of Endodontists and Gavin Knapp of the Specialty Equipment Market Association (SEMA) employed a drip strategy, disseminating relevant foresight articles and information to stakeholders gradually. This method effectively communicated the importance of foresight in association management.

Weaving Foresight Into Existing Projects. A key theme for attendees centered on the benefit of weaving foresight discussions into existing routines so it doesn’t become burdensome. Rather, foresight becomes an integral part of the organization’s culture.

Attendees shared specific examples of how they were integrating foresight knowledge into ongoing projects such as strategic planning, project proposals, interview processes, staff meetings, and customer service strategies. All these scenarios help to demonstrate the versatility of the practice of foresight in enhancing organizational effectiveness.

Top Takeaways

In concluding the session, we highlighted these key insights:

• Foresight implementation is a gradual process; success builds upon incremental achievements.
• Adapt foresight language to resonate with organizational culture and mitigate resistance.
• Overcome barriers to engagement by finding alternative entry points for foresight discussions.
• Recognize that not everyone may immediately embrace foresight; persistence is key.
• Emphasize that foresight extends beyond strategic planning to encompass risk analysis, learning, and innovation.
• Assign responsibility for driving foresight initiatives while encouraging a culture of future-focused thinking.

Moving forward, participants were encouraged to schedule regular self-reflection sessions to sustain momentum on their foresight journeys, recognizing that patience and persistence are essential traits in shaping an organization’s future.

Interested in learning more about the practice of foresight and how you can integrate future-focused discussions into your organization? Register for this Fall’s Foresightworks course, Drive Your Association’s Strategy & Operations https://www.asaecenter.org/meetings/114106-foresight-application-course.