As association executives are often all-too-aware, today’s cultural and business environments are rapidly shifting—often in highly unpredictable and disruptive ways. In the past few years, physical has quickly given way to digital; meetings and events have evolved into virtual and streaming solutions; and member-development efforts once aimed at connecting with Generation X and beyond are instead being transformed into initiatives targeted toward millennials.

But while many familiar operating models continue to break down in the face of new developments, it may help to note that analysts at IBM discovered that many organizations— including the world’s top associations—are able to survive and thrive in these volatile and frequently unpredictable times. And the ones best skilled at embracing change and evolution succeed up to 10 times more often than less adaptable peers.

As IBM and many of the world’s leading consulting firms note, such success revolves more around people, not processes or procedures. In fact, as I often point out in keynote speaking and workshops, adapting to change and disruption needn’t be difficult for associations, so long as you make some simple shifts in planning and mindset.

For example, studies of the world’s most innovative organizations show that their key source of competitive advantage is providing staff, members, and customers with better platforms for speaking up, sharing insights, and taking action—illustrating the pivotal role organizational culture plays in driving innovation. Following are seven new habits that your association can adopt to be more competitive and to stay ahead of highly disruptive business environments:

Create a culture of trust and encourage members to speak up. Leading associations empower members and contributors and reward them for bringing potential opportunities and challenges to their attention. Then, to create and sustain competitive advantage, they provide staffers with the tools they need to translate these ideas into action.

Rethink operating practices constantly. Is “the way it’s always been done” still the best way to do it? Forward-thinking association leaders are always asking themselves this question.

Collaborate across the organization. Flatten lines of communication, and allow information, insights, and support to flow throughout your association. The more readily you can align tools, talent, and resources toward common goals, the more readily you can foster innovation.

Leading organizations don’t try to be risk-free, but instead pursue a more calculated range of business bets.

See the future today. Rather than simply keep pace with rivals, top innovators always consider where the future is heading and strive to put in place today the solutions tomorrow’s audiences will demand.

Be open to change. Association leaders should expect collaborators to stay abreast of changing business environments—and intelligently and flexibly respond to them. Give staffers and volunteers the freedom to take small, smart risks with new programs, initiatives, and communication campaigns that have the potential to help the organization better serve its members.

Spread your risk. Leading organizations don’t try to be risk-free, but instead pursue a more calculated range of business bets. As with financial portfolios, these organizations constantly manage and adjust a portfolio of new initiatives, outreach efforts, and strategic ventures. Not all wagers will pan out, but all are designed to collectively help the organization grow its capabilities, spread risk, and learn through real-time monitoring and course correction.

Never stop learning. Rather than just rely solely on contingency plans, industry-leading associations consistently experiment with new innovations and solutions—especially when things are going well and they can afford to gamble. By consistently pioneering new ideas and approaches and extending their experience, capabilities, and comfort zones, these associations create added flexibility and room to maneuver in the face of changes or unforeseen events.

In short, leading associations turn staffers into emergency responders. They transform infrastructures from barriers into enablers. They see business strategy as being flexible, not fixed. And they continually provide collaborators with the tools and runway they need to reimagine, reinvent, and innovate their way to success as scenarios change.