When Innovation Undermines Service: the hidden risks for associations

The turbulent twenties continue unabated and in today’s constantly changing environments, the pressure on associations to continually innovate is relentless. From launching new digital platforms and AI tools to reinventing events and services, the expectation is clear: evolve or risk becoming irrelevant. Yet amidst this drive for progress, a crucial truth is being overlooked: constant innovation is increasingly at odds with the fundamental role of associations, i.e., to serve your members well.

At their core, associations exist to represent, support, and connect their members. This means listening deeply, advocating effectively, and delivering value consistently; but the constant demand to innovate often distracts from these basics. Leaders are encouraged to chase the next big thing, whether it's a shiny new CRM system, an app no one asked for, or a trend-driven event format. Both financial and human resources are funnelled into experimentation and transformation at the expense of operational excellence and responsiveness to member needs; and this demand for constant innovation risks detracting from associations’ ability to serve members well.

This is not to argue against innovation itself. Purposeful innovation that is aligned with clear member priorities can be transformative; but the pace and pervasiveness of innovation, especially when driven by fear of missing out or external stakeholder pressure, risks leaving members behind. The irony is stark: in the race to be future-ready, many associations are becoming less present for their members today.

Take digital transformation: a new online member portal may offer long-term efficiencies, but the short-term disruption it causes (confusing navigation, data access issues, and a steep learning curve) can damage member satisfaction. When multiple change initiatives are launched simultaneously, with little engagement or consultation, members can feel overwhelmed or ignored. They joined for stability, connection, and shared purpose, not to beta test new systems every quarter.

Furthermore, internal teams suffer under the strain of relentless change. Staff are asked to pivot repeatedly, often without the resources or clarity needed to support members through transitions. This undermines morale and reduces the capacity to deliver the kind of high-quality, human-centred support that members value most.

An obsession with reinvention can also contribute to strategic drift, where an association can start serving the idea of the future member rather than the needs of the actual member, chasing hypotheticals rather than grounding services in lived experience. Legacy programmes are axed in favour of ‘agile pilots’ that may never scale; and instead of becoming more member-focused, the association risk becoming product-focused, mistaking innovation for impact.

The balance lies in recalibrating innovation through a service lens; and whilst Boards of Directors should always engage in generative thinking and strategic foresight, associations should innovate in response to members’ realities, not in anticipation of abstract trends. They must prioritise co-creation, invite members into the design of new offerings, and slow down enough to evaluate what is genuinely adding value. Stability, trust, and reliability remain powerful forms of member service, especially in these uncertain times.

The ability to innovate should never eclipse the responsibility to serve. For associations, relevance doesn’t come from constant change but from staying relentlessly attuned to the people they support.

Want to learn more? I’ll be speaking on June 12 in Albany, NY at the Empire State Society of Association Executives, Inc.'s Annual Conference on the need to challenge and (maybe even upend!) the foresight enigma. Details and registration at https://www.essae.org/ESSAEAnnual.