AI for Membership Organisations : The Sceptic’s Guide

Chris Hull | 25 August 2025

Balancing the risks and rewards of AI in membership

AI sparks mixed reactions across membership organisations: some see urgency and opportunity, others remain sceptical and cautious. In this guest article, Chris Hull examines the fears and the possibilities side by side, offering membership leaders a practical guide to navigating AI adoption with confidence.

There’s an odd debate happening in many boardrooms – and increasingly, in the leadership teams of associations and professional bodies. On one side: urgency, efficiency, and a desire for innovation, driven by advances in technology, particularly artificial intelligence. On the other: hesitation, doubt, and risk-aversion – the natural instincts of leaders who’ve built trusted communities on pragmatism, not hype.

Some sceptics say they’ve seen this all before. The dotcom bubble of the late 1990s and early 2000s was a period of excessive speculation and fast-paced investment in internet-based companies. It’s now a textbook example of how hype, unrealistic expectations, and easy money can inflate a market far beyond sustainable levels – until it collapses. Or consider the negative noises that once surrounded Cloud services, and where we are today?

If all of this feeds your naturally sceptical views of AI, you’re not alone. Headlines about job losses and runaway machines read like a dystopian script. But here’s the hard truth: ignoring AI is no longer a logical stance. Membership leaders need to form clear, informed opinions based on insight – not instinct. You need to know what you’re dealing with.

My aim in writing this article is to promote a balanced approach. To do this, we have to explore the fears and the opportunities side by side.

The Fear: Loss of Control, Human Value, and Ethics

Let’s start with the uncomfortable questions:

Will AI make jobs obsolete? For some roles, yes, especially repetitive or data-driven ones. But history shows us that disruption doesn’t eliminate work; it changes its nature. The tractor didn’t kill farming – it industrialised it. Similarly, AI is reshaping work, not erasing it. For membership bodies and associations, this might mean fewer manual admin tasks and more time for strategic member engagement.

Is AI inherently biased or dangerous? It can be. AI reflects the data it’s trained on, so if that data is flawed, so is the output. And the “black box” nature of some AI systems rightfully unsettles regulators and executives alike. Transparency and governance must catch up fast – especially in sectors built on trust and representation like membership bodies.

What happens when machines make decisions previously reserved for humans? That’s a philosophical and legal minefield. But it’s not insurmountable. We build frameworks, draw boundaries, and implement oversight measures all the time – in finance, healthcare, and increasingly, in member services and policy development.

Yes, there are real reasons to be cautious. But pausing to think and explore is far more logical than shying away from the discussion completely.

The Opportunity: Productivity, Personalisation, and Member Value

Now let’s look at the other side:

AI delivers exponential efficiency. Member-focused organisations using it for process automation, insights, or content personalisation are operating at speeds and levels of relevance others can’t match. This isn’t about replacing staff – it’s about removing bottlenecks and freeing up time for higher-value work.

AI uncovers what humans can’t. From identifying disengaged members to predicting renewal risks or surfacing emerging policy trends, it processes complex data at a scale no human team ever could. For leadership teams, that means fewer blind spots and faster, more informed decisions.

Artificial intelligence is already reshaping the membership sector. Forward-thinking organisations are enhancing member experience, improving operational efficiency, and strengthening advocacy. If you’re not actively exploring where AI fits into your strategy, you may be falling behind.

The Leadership Imperative: Choose the Middle Path

The real challenge isn’t choosing between embracing AI blindly or rejecting it entirely. I’m advocating that membership organisations start small. Pilot new tools in one area – maybe member onboarding, content recommendations, or policy tracking. Link pilot results to outcomes like engagement, retention, or operational savings.

Also take the opportunity to build internal digital understanding across your organisation. Many of your colleagues are likely already using AI-enabled platforms – but which ones, with what controls, and to what end?

AI is not a future threat or future hope. It is a present reality. And just like the growth of internet services over the past 20 years, those who harness this new way of working will thrive. Those who don’t may not survive in their current form.

Talk to us about AI readiness & implementation

At Agentic Consulting, we help membership organisations explore where AI can make a real difference – from quick wins to long-term strategy. We don’t push tools or hype; instead, we guide you in finding the approach that’s right for your members and your team. Whether you’re curious about starting small or ready to pilot something new, our team can support you to take those first steps with confidence.

About the Author

Chris Hull

Chris is a digital strategist with over 20 years’ experience helping organisations rethink how they work and connect with their audiences. He specialises in blending marketing, technology, and operations to deliver measurable impact. At Agentic Consulting, Chris supports clients to define their digital vision, shape smart engagement strategies, and move forward with confidence.

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