The buzz around AI isn’t just noise—it’s a sign of the transformative impact this emerging technology is having on associations. After all, AI can help teams customize, automate, compose, edit, schedule, and care for various administrative tasks. This will push association professionals to rethink their approach to daily operations.

Since ChatGPT launched in November 2022, I’ve seen a shift in executive attitudes toward AI. From trying to understand AI’s utility to exploring use cases for its integration, there’s a growing recognition among key personnel of its long-term value.

Crafting an AI roadmap is a prudent first step for any association starting its AI journey. The framework below will guide your discussions and provide flexibility in an ever-changing AI landscape.

1. Find Your Baseline

It’s important to gauge where your teams are using AI technologies. C-level staff are often surprised by how widespread this tech is today, especially in marketing, communication, and content creation.

Recent findings from the Conference Board show that 56 percent of workers engage with generative AI at their jobs, with 10 percent doing so daily. By surveying your teams, you can pinpoint:

• Roles currently using AI.
• Ongoing AI-assisted projects.
• Frequency of AI use.
• AI tools of choice.

Start with a simple survey; a more comprehensive one can follow later.

2. Form a Staff Working Group

After gathering survey data, assemble a team to evaluate AI use and outline a preliminary roadmap. The group can include AI enthusiasts, those with heavy administrative tasks, and IT and communications staff, who will experience the most immediate impact. These questions can help keep the initial conversations focused:

• Purpose and use cases. Why are teams employing AI? Who is more involved with it than others? Note that not all tasks require or benefit from AI.
• Skill and understanding. Assess how well staff know their AI tool’s capabilities, limitations, and best use cases. With so many options available, would the association favor specific ones?
• Data security. Do the AI tools adhere to the group’s data protection policy, privacy, and best practices? What staff training is needed to understand AI’s implications for member privacy and data security?

With these findings, you’ll know why teams are leaning into AI, their preferred tools, and whether AI use conforms to the association’s policies. The working group can move on to important thought exercises on how AI could tackle complex projects.

3. Harness AI’s Large-Scale Potential

The applications of generative AI are as varied as the association’s needs. From my experience, it’s a short walk from using AI for routine activities to automating intricate operations. Guide your working group to identify areas where the technology can streamline more complex processes and unlock value for members. Notable areas include:

• Research and analysis. AI can sift through large datasets to identify trends and compile reports without coding.
• Customized learning. AI can develop member-specific learning paths, generating quizzes, course content, and interactive sessions based on individual learning speeds and preferences.
• Advocacy support. AI can assist advocacy by drafting position papers, assessing legislation, or suggesting strategies based on past legislative trends.

Recognizing the range of AI applications will help you craft a versatile roadmap, shaping strategic choices for the organization going forward.

4. Determine AI’s Role in Strategic Planning

AI is bound to reshape boardroom discussions, potentially leading to difficult conversations on tech investment, value delivery, protection of proprietary data, and whether large language models should have access to your website.

Your working group and burgeoning roadmap will provide guidance. By understanding how AI is used and which projects it could benefit, the board can develop supportive policies while safeguarding the organization. Areas to engage leaders include:

• Understanding the AI landscape. Educate leaders about AI's capabilities, limitations, and the resources for its deployment and upkeep. The board should review the AI landscape annually.
• Encouraging experimentation. Activate small pilot programs before committing to a significant AI initiative. These trials can provide valuable insights to the board.
• Acknowledging ethical and legal implications. Address concerns about data privacy, ethical use of AI, and potential bias. Ensure that AI use aligns with the association’s values and legal obligations.

AI integration and policy development are two sides of the same coin. The working group should focus on advancing AI operationally while leaders stay updated on developments that could impact the association’s competitive advantage.

5. Moving Forward

The key to maintaining the roadmap is nurturing the right feedback loops. This means capturing noteworthy news, ensuring updated policies and procedures are communicated to staff, and continuing to discuss how AI helps (or hinders) the association.

If this seems like a lot to manage, remember you’re not alone. Partnering with a planner who is well-versed in AI can be beneficial in crafting your roadmap. Their insights can also help ensure these concepts are woven into your strategic plan so that you remain aligned with your mission.