Artificial intelligence (AI) technologies are transforming the association management space in a variety of ways. As explored in a recent World Café hosted by ASAE's International Associations Advisory Council, successful associations are mainstreaming AI within their operations and prioritizing it within the larger technological infrastructure of the organization. There must also be safeguards in place that balance the need for innovation with risk management imperatives.

Association Leaders Are Bullish about AI; Investments in Capacity Are Needed

A recent survey of associations in developing and emerging markets around the world conducted by the Center for International Private Enterprise (CIPE) revealed a significant rate of AI adoption within associations overall. Half of associations have used AI tools, and 16% were unsure—indicating a lack of understanding or awareness of the ways in which AI might be leveraged by staff or present within existing enterprise technologies. The most common uses of AI in associations are for marketing/communications and data analysis/reporting. Generative AI (e.g., large language models and image content generators) are being used far more than any other tools.

Operational efficiency is viewed by association leaders as the primary benefit of using AI, which is especially relevant to organizations with limited resources and staffing. Ultimately, operational gains are only a means to advancing the mission of the organization. To that end, AI-driven enhancements to member services, marketing and communications, and data analysis and reporting are considered the primary pathways.

Nearly all association leaders surveyed feel positive or very positive about the potential benefits of using AI-powered tools for member engagement and communications and view them as at least somewhat of a priority for their members. However, there is a gap between perceived demand and current practice. A little more than half of associations are not yet providing any services to help their members navigate the AI landscape in their businesses. This represents a substantial opportunity for associations to meet market demand by introducing new lines of business that will generate value for members—e.g., partnerships with technology providers, specialized information, training, and more.

Nearly all associations view AI as playing an important role in their organization over the next three to five years, revealing very little outright skepticism or resistance to AI. To realize this opportunity, there is an urgent need for staff upskilling—a lack of in-house skills/expertise is viewed as the top barrier to adopting AI within associations. At the same time, most associations surveyed do not have policies to address areas of risk related to AI adoption, although there is widespread realization of the need for them.

Transforming Association Operations Through AI

Ginger Ausloos, Vice President of Technology Solutions and Data Strategy at the Association to Advance Collegiate Schools of Business (AACSB), explained how the organization is transforming with a strategic commitment to AI. AACSB has taken a comprehensive approach to AI adoption, embedding it at the highest level of organizational planning. By integrating AI into its strategic plan and policy frameworks, AACSB has signaled that this isn't just a technology experiment, it's a fundamental shift in how the organization operates and serves its members. This strategic commitment ensures that AI initiatives are positioned for success. It also sets clear expectations for how the association will approach emerging technologies in a deliberate, outcomes-driven way.

AACSB's five-part AI action plan framework spans every department, creating a coordinated effort to identify opportunities and drive meaningful change:

1. Strategic foundation—ensuring that AI initiatives receive the resources, leadership support, and cross-functional collaboration needed to succeed, and setting clear expectations for engaging with emerging technologies responsibly and effectively.
2. Departmental assessment—working systematically across each department to identify automation opportunities and workflow improvements.
3. Member experience—exploring AI applications that enhance service delivery and member engagement.
4. Individual empowerment—partnering with HR to optimize personal work management and role effectiveness.
5. Continuous learning—fostering peer-to-peer knowledge sharing through internal AI communities.

Through this framework, AACSB is helping its hundreds of institutional partners in more than 100 countries use technology, including AI, to create better learning experiences, improve operations, and foster innovation responsibly.

A Strategic Competency Framework for the Future

Travis Willard, chief product and technology officer at the Institute of Management Accountants (IMA), relayed how AI is reshaping the finance profession and enhancing value for members worldwide. IMA is leading the profession of management accounting through a period of change and transformation, driven largely by the rise of AI. IMA is defining what comes next and helping the profession lead through change, not react to it. IMA has placed AI and technology at the center of its approach, connecting business model innovation, workforce development, and global alignment.

This is marked by a major expansion of IMA's professional education offerings over the past five to 10 years, from foundational competencies to future-ready capabilities. AI is shifting the focus from knowledge-based value to competency-based value in professional development. In the process, IMA is focused on building stronger connections between curriculum, workforce, and career development. AI tools are supercharging data-driven developments in curriculum offerings, and IMA is creating modular, scalable, and interoperable learning pathways to address the rapid changes in skill requirements. IMA's dedicated AI Center is home to a rich collection of course offerings and other resources to support accounting and finance professionals at every stage of their careers.

Conclusion

Associations globally are confronting common challenges and opportunities in AI adoption. Association leaders are bullish about the prospects for AI utilization within their organizations, particularly when it comes to member services, marketing and communications, and data analysis and reporting to increase operational efficiency and productivity. But investments are needed in technology and internal capacity to manage these technologies. AI integration also needs to be addressed as a governance imperative, with appropriate policies to guide use and mitigate risks. Associations like AACSB have strategically integrated AI adoption at all levels of the organization, demonstrating commitment to innovation, operational excellence, and member service. And organizations like IMA are helping their members adapt to the disruptive forces of new technologies and thrive in professions being transformed by AI. While the path ahead will be different for every organization, these groups are showing that the optimism of association leaders is well founded.