As associations expand their global footprint, many find themselves confronting a critical question: How do you take a standard international? Whether it's a framework for security services, project management, or internal auditing, standards play a vital role in defining professions, ensuring consistency, and enhancing credibility.

At a recent International Huddle hosted by ASAE’s International Associations Advisory Council, association leaders from several standard-setting organizations and others came together to explore the real-world challenges and successes involved in globalizing standards. The conversation — rich with case studies and hard-earned insights — revealed both the complexities and opportunities of this endeavor.

What emerged were four key themes association executives should consider when taking their standards global:

1. The Strategic Case for Going Global: Why Standards Matter Internationally

Standardization isn’t just a matter of quality control, it’s a strategic lever for influence, credibility, and market expansion.

Director of Standards & Guidelines at ASIS International Aivelis Opicka shared how their standard for private security operations began as a U.S. framework and eventually became ISO 18788, enhancing the standard’s global credibility and adoption. Likewise, Sylvia Gonner, head of CultureWiz and former VP at the Institute of Internal Auditors, highlighted how IIA’s professional standards (while technically voluntary) have become globally expected benchmarks.

Global adoption can also elevate a profession itself. Standards help increase trust, support certification programs, open new markets, and empower members in emerging economies with professional guidance they may not otherwise have access to.

2. Global Isn’t Copy-Paste: Challenges and Considerations

While the benefits are clear, globalizing standards is rarely straightforward.

One of the recurring themes was the tension between global consistency and local relevance. Whether it's stakeholder expectations, cultural interpretations, or diverse regulatory landscapes, associations must carefully evaluate where uniformity ends and customization begins.

Tarnbir Kaur shared how at the Project Management Institute, a key competency such as stakeholder management means something entirely different in the Middle East compared with the U.S., where power structures and communication styles differ significantly. Terminology, tone, and assumptions must all be culturally calibrated.

Additionally, once a standard gains global recognition, plagiarism and misuse can occur. Success comes with visibility, and visibility invites imitation. Legal frameworks, competitive pressures, and resource limitations further complicate the picture. The group agreed — going global with a standard requires a clear-eyed understanding of the obstacles.

3. You Can’t Go Global Alone: Collaboration Is Essential

Globalization of standards is not a solo act — it requires intentional collaboration, deep local insight, and long-term commitment.

Participants in the international huddle stressed the value of engaging volunteers, international partners, and regional experts. Adrienne Meyer, CEO of the Control System Integrators Association, discussed how in her past work with ODVA (a standard development organization in industrial automation) it was critical to secure relationships to learn who to work through in a region, as collaboration with certain entities might be mandatory (even if never officially stated).

Effective models discussed were ASIS’ collaboration with national standards bodies, as well as the IIA’s practice to set up an international oversight council made up of key external stakeholders to ensure legitimacy and buy-in across the industry worldwide.

Bottom line, partnerships built on trust, transparency, and mutual benefit are key to navigating both the political and practical challenges of making standards and guidance globally known and accepted.

4. Adapt to Succeed: Practical Pathways to Global Relevance

Taking a standard international means more than distributing a document. It involves adapting content, language, and structure to diverse audiences.

Translation was a major topic. Kelly Quinn from Holmes Corporation, an experienced leader in this area, stressed the need for quality translators and trusted local reviewers to ensure accuracy and maintain cultural nuances.

Some organizations also discussed a shift from prescriptive rules to principle-based standards — a move that creates room for regional application without diluting core requirements that unite a profession worldwide. Principle-based approaches allow for alignment of core concepts globally while honoring legal, regulatory, and cultural realities locally.

Finally, the group encouraged associations to keep global language in their standards and guidance straightforward and free of local content; use research and pilot programs to test applicability; and invest in localization rather than just translation.

The Journey From Concept to Execution

Globalizing a standard is both a challenge and an opportunity. It requires more than technical precision; it demands intercultural intelligence, thoughtful governance, and authentic engagement with global stakeholders. As associations seek to scale their impact across borders, these lessons — from collaboration and adaptation to purpose-driven design — serve as a roadmap for success.

Standards don’t become global by accident. They get there through strategy, relationships, and relentless commitment.