Membership organisations today face a defining challenge. The traditional model of associations as providers of expertise and members as consumers is becoming obsolete. Knowledge is no longer scarce, competition is intensifying, and member expectations are evolving. To remain relevant, associations must rethink how value is created and shared. This shift requires moving beyond transactional engagement and towards building collaborative ecosystems where members are active partners in shaping content, learning, and strategy.
When the Chartered Institute of Personnel and Development (CIPD) faced waning engagement and growing competition from commercial firms, its leadership took a bold step. Rather than doubling down on traditional expert-driven content, CIPD reframed its 160,000 members as a vast reservoir of knowledge and practice. Through its "People Insights" platform, members now contribute case studies, research, and applied solutions. The outcome was striking; engagement rose by 190%, content costs fell, and retention climbed significantly (CIPD, 2022).
This example captures a wider transformation. Across Europe and beyond, associations are recognising that the old model — where members passively consume centrally produced resources — is losing relevance. In an environment where knowledge is abundant and change is rapid, members expect more than content delivery. They seek participation, visibility, and influence. Associations that embrace this shift are discovering not just stronger engagement, but also more sustainable business models.
Why the Consumer Model No Longer Works
For decades, associations thrived as trusted providers of knowledge, training, and standards. Their authority stemmed from scarcity: members could not easily access specialist information elsewhere. Today, however, the digital landscape has eroded that advantage. Professionals can source expertise instantly from multiple platforms, consultants, or peers.
The Institute of Directors (IoD) in London confronted this reality when member feedback revealed that much of its content, despite substantial investment, was perceived as generic or dated (IoD, 2021). Similarly, the European Association for the Study of Diabetes (EASD) found that rising production costs for expert-driven material coincided with falling member satisfaction (EASD, 2020). The strategic lesson here is that simply producing more content is no longer a viable response; members expect immediacy, relevance, and opportunities for co-creation.
Co-Creation as a Strategic Response
Leading associations are responding by building ecosystems where members are not just consumers, but active partners in creating value. This does not mean replacing professional expertise. Instead, it means blending institutional authority with member-driven insights to create richer, more applied knowledge.
The European Society of Cardiology (ESC) exemplifies this approach. Its Clinical Practice Collaborative invites cardiologists to contribute real-world data and cases that inform guidelines. These member contributions enhance, rather than compete with, expert recommendations, making them more practical and widely adopted. Adoption rates of ESC guidelines rose by 85%, while development costs fell by 30% (ESC, 2021). The broader lesson: when associations embrace members’ lived expertise, outcomes improve across the board.
Similarly, the Chartered Institute of Marketing (CIM) has developed member-led study groups. These forums not only generate 60% of continuing education content but also achieve 40% higher completion rates than traditional courses (CIM, 2021). For executives, the implication is clear: peer-to-peer structures unlock scalable, high-quality learning while deepening member loyalty.
Technology as the Enabler
To support co-creation, associations require the right infrastructure. Effective platforms make it simple for members to contribute, collaborate and be recognised — while safeguarding quality. The Royal Institution of Chartered Surveyors (RICS) introduced a collaborative platform allowing members to share intelligence and co-develop research. Built-in peer review and quality checks ensure credibility. Since its launch, member contributions have increased by 300%, with the platform now generating 45% of RICS’s industry intelligence (RICS, 2020). This illustrates how technology can turn engagement into tangible industry leadership.
The Federation of European Risk Management Associations (FERMA) took a complementary route, investing in systems that categorise and validate member contributions so they can be seamlessly integrated into curricula (FERMA, 2021). For executives, the key insight is that technology is not simply a back-end tool but a catalyst for visibility, scale, and trust.
Recognition as the Currency of Engagement
If participation is to be sustained, associations must design recognition systems that resonate with members’ professional motivations. Simple acknowledgement is rarely enough. What proves effective is recognition tied to credibility, career advancement, and influence — benefits that also reinforce the association’s brand and authority in the market.
The Institute of Chartered Accountants in England and Wales (ICAEW) addressed this by creating a “Thought Leadership Contributor” designation. Contributors gain visibility on professional profiles, access to exclusive opportunities, and credit towards continuing education. Contributions increased by 250% as a result (ICAEW, 2020).
Other associations, such as the European Association of Hospital Pharmacists (EAHP), link contributions directly to professional development credits (EAHP, 2021). This alignment with career progression makes engagement professionally valuable rather than discretionary. Meanwhile, the British Institute of Facilities Management (BIFM) incentivises members through privileges such as early research access and input into strategy (BIFM, 2020). These systems do more than reward members — they position the association as a central hub for professional recognition.
Balancing Quality with Inclusion
The challenge for association executives is maintaining professional standards without discouraging member involvement. Associations are finding success by implementing layered quality assurance. The European Association for International Education (EAIE) relies on structured peer review, allowing seasoned professionals to guide newer contributors. This not only ensures quality but also strengthens relationships (EAIE, 2021).
Similarly, the Chartered Institute of Building (CIOB) equips members with editorial guidelines, improving both quality and efficiency (CIOB, 2020). Others, such as the European Federation of Psychologists’ Associations (EFPA), combine automated checks with expert oversight to achieve scale while protecting credibility (EFPA, 2021). For association executives, the insight is that quality assurance should not be a barrier. When designed well, it becomes a mechanism for engagement and mentorship.
Measuring What Matters
Association executives must also rethink how they evaluate success. Traditional metrics such as content downloads or event attendance provide only partial insight. More advanced associations are tracking how co-created content influences professional practice, policy development, and member networks.
The Institution of Mechanical Engineers (IMechE) found that member-authored case studies were 40% more likely to change professional practice than centrally authored reports (IMechE, 2021). The European Association of Craft, Small and Medium-sized Enterprises (UEAPME) discovered that contributors were 60% more engaged in other activities, showing that participation creates momentum (UEAPME, 2020). The Association of European Universities (EUA) observed that contributors developed three times as many professional connections through co-creation initiatives as passive members (EUA, 2021).
These examples underline the importance of measuring not just outputs, but outcomes. For association executives, the lesson is that true return on engagement is found in practice change, professional development, and strengthened networks.
The Path Ahead for Association Leaders
The shift from passive membership to active partnership represents more than a tactical adjustment. It is a strategic reimagining of the association model. For association executives, the imperative is clear: create environments where members’ expertise is not only welcomed but systematically harnessed.
The most successful organisations begin with pilot initiatives that engage their most motivated members. They invest in platforms that blend accessibility with professional rigour. They design recognition that aligns with members’ aspirations, and they measure outcomes that reflect lasting value.
This evolution demands courage and vision. Yet those associations that embrace co-creation are finding themselves more resilient, more relevant, and more deeply embedded in their members’ professional lives. In an era where collaboration defines success, rethinking engagement is no longer optional — it is the foundation for long-term sustainability. Association executives should reflect on where their association currently sits on the spectrum from content provider to co-creation partner — and consider what steps will move them towards the latter.
Andrew McCallum, author of this article, is a Certified Association Executive and thought leader in the associations sector. Known for challenging traditional models and championing innovative approaches, he advocates for associations as catalysts of influence, connection, and long-term value for their members and communities. Currently on an extended stay in Europe, Andrew is enjoying the opportunity to collaborate with European and international associations while bringing fresh global perspectives to his work.
Andrew can be contacted via LinkedIn.
