2026 is the turning point for AI in membership organisations, not because of AI, but because of how it changes leadership, work, and expectations.
A brief look back: what 2025 actually did for AI
With the benefit of hindsight, 2025 was not the year AI transformed membership organisations – it was the year AI stopped being remarkable.
Across the commercial sector, AI became:
- Embedded into mainstream software
- Positioned as productivity and support, not innovation
- Used daily without being labelled as “AI”
For many organisations, this was the moment AI shifted from a novel capability to background infrastructure. Membership organisations watched closely — some experimented, others waited. All responses were reasonable.
But what 2025 did – quietly and decisively – was reset the baseline for AI in membership organisations.
What 2025 Did Not Do for Membership Organisations
It did not:
- Resolve questions of governance or accountability
- Clarify where AI should – or should not – be used
- Redesign operating models built for pre-AI assumptions
- Reduce the leadership judgement required
AI often sat alongside existing practices rather than reshaping them. This was appropriate for early exploration – but also deferred key decisions.
Why This Matters for Membership Organisations in 2026
Once AI becomes standard practice elsewhere, inaction stops being neutral.
According to a McKinsey report on the economic potential of generative AI, the adoption of AI tools is reshaping workflows and expectations across sectors – a shift membership organisations can no longer ignore.
By the end of 2025:
- Member expectations had begun to shift
- Software platforms embedded AI by default
- Boards encountered AI-influenced insights
The 2026 question is no longer, “Should we adopt AI?”
It’s, “What does it mean to lead an organisation where AI is already present?”
Why 2026 Is a Turning Point for AI in Membership Organisations
Three simultaneous shifts redefine how membership bodies must respond to AI in 2026:
1. Member Expectations Quietly Reset
By 2026, members expect:
- Communications relevant by default
- Services that adapt over time
- Faster, coherent responses across channels
They’re not demanding “AI” – they’re expecting the outcomes AI enables.
Organisations relying on static segmentation or annual planning will feel outdated, leading to friction and disengagement.
2. AI Starts Shaping Work by Default
In 2026, AI becomes:
- Embedded in CRMs
- Present in analytics and content workflows
- A baseline in service delivery
This raises new leadership questions:
- What still requires human judgement?
- Which decisions are AI-influenced?
- Where does manual effort add value?
This isn’t about efficiency – it’s about redesigning how work happens.
3. Boards Must Treat AI as a Governance Priority
As AI influences:
- Communications
- Insight and prioritisation
- Resource targeting
It becomes a governance issue. Boards must show:
- Accountability for AI
- Risk and bias oversight
- Alignment with values and purpose
Silence on AI will appear as a lack of strategic leadership.
This Isn’t Just a Technology Shift – It’s a New Operating Model
In 2026, AI:
- Alters how work flows across teams
- Changes decision rhythms
- Redefines performance expectations
Organisations layering AI onto old structures will struggle. Those evolving their operating models will be better prepared.
Where Should Membership Leaders Start?
Not with tools. Not with pilots. Not with procurement.
Start with leadership clarity:
1. Lead with Outcomes, Not an AI Strategy
Align AI with:
- Member needs
- Trust and value gaps
- Manual pain points
AI should support – not define – priorities.
2. Establish Governance Early
Even basic AI use warrants:
- Senior ownership
- Agreed principles
- Escalation routes
Set governance before AI use accelerates.
3. Focus on Decision-Making Before Automation
Prioritise use cases like:
- Insight synthesis
- Scenario modelling
- Performance visibility
These support better decisions and build confidence.
4. Build Organisational Confidence, Not Just Skills
By 2026, barriers include:
- Fear of missteps
- Lack of permission
- Cultural hesitation
Leaders must create space for thoughtful, accountable experimentation.
Final Thought: Will You Lead AI – or Be Shaped by It?
The real question for membership organisations in 2026 isn’t if they’ll use AI – but how they’ll lead its use.
Waiting is no longer neutral. The moment to act with clarity is now.