Rohit Talwar CEO Fast Future rohit@fastfuture Kellen Euroconference Brussels April 29 th 2009

1. How to Design Your Association’s Future Key Trends, Challenges and Choices Rohit Talwar CEOFast Future rohit@fastfuture.com Kellen Euroconference Brussels April 29th 2009

2. Objectives • Understand the key patterns and drivers of change • Examine how to win in a downturn • Provide ideas for mapping your preferred future • Mobilising the stakeholders

3. Program Concept and Objectives • Fast Track research program • Provide practical insights and tools to help members: • Prepare for the future • Develop future strategy, and • Drive innovations to help associations stay relevant to the changing needs and expectations of their members. • Scanning at the core

4. 1. Demographic Destinies 2 billion more people in 40 years – Demographics is Driving Economics 731 5266 445 665 339 1998 4034 769 965 572 2008 2050 Source : United Nations

5. 2. Economic Power Shifts The Top 20 in 2025? Purchasing Power Parity Models help create fair pricing in each country

6. The Middle East – Against the Wind? US$ 4.1 Trillion investment by 2025 Over 1170 new hotels offering 820,000+ rooms by 2025 Capacity for 320 million extra passengers by 2012 1130 new aircraft by 2030 170 million Tourists by 2020

7. King Abdullah Economic City – US$120Bn

8. 3. Politics gets Complex

9. 4. Expanding Business Agenda

10. 5. Science and Technology go Mainstream

11. 6. Generational Crossroads

12. 7. Rethinking Talent, Education and Training • Online, on-demand delivery • Accelerated learning

13. 9. Global Internet Expansion Data Source: Fast Future Survey on the Future of Travel, Marketing and Events February - March 2009

14. 9. A Society in Transition

15. 10. Natural Resource Challenges “Companies that are not adequately managing the consequences of climate change on their business will not be welcomed as our customers in the future” Rick Murray Chief Claims Strategist Swiss Re http://news.bbc.co.uk/2/hi/business/7180396.stm http://www.ci.tarpon-springs.fl.us/water%201.jpg Image sources www.mondolithic.com, www.metoffice.com

16. Winning in a Downturn • Sticky and Magnetic • Thought Leadership • Innovation

17. What Future are we Creating? • Big Picture Insights • Core Customers/ Segments • Conversations that Energise • Key Choices

18. Lead or Follow?

19. Running on Empty

20. Rethinking Talent, Education and Training • Networks • Secondments • Collaborative E-learning • Accelerated Learning • Volunteering

21. All in it Together

22. Creating Evangelists – Are you Sticky and Magnetic?

23. Thought LeadershipServing the Value Chain

24. Challenge 1 - Know Thyself Purpose, Strategic Direction and Vision Core Products and Service Offerings Delivery Model Organization Model

25. Purpose, Strategic Direction and Vision Current Context Future Landscape Purpose Members Serving other Stakeholders Global Ambitions Culture Vision and Direction

26. Core Products and Service Offerings Core Products and Services Global Offerings Representation Sharing Foresight and Best Practice Community and Networking Learning and Development One Stop Shop Markets of 1 Life Solutions

27. Delivery Model Channels Technology Social Networks Responsibility Business Model

28. Organization Model Resilience Responsiveness and Agility Sustainability Talent Partnerships Measurement Legal Structure Organization Governance, Effective Boards and Volunteer Leadership

29. Challenge 2 What’s our Leadership Paradigm? Envisioning Tomorrow’s Organization • Purpose - what are we her for? • Markets - who should we serve?

30. Challenge 3 - Prepare for Alternative Scenarios Suspicious Minds Love is in the Air 8-10% GDP Growth India and China 6-7% Dancing in the Dark 3-4% Road to Nowhere Recession 0% 1-2% 2-3% GDP Growth Europe, the USA and Japan

32. What does the timeline of developments look like for your key markets?

33. Challenge 5 - Innovating New Solutions • Low cost innovation approaches • Industry changing ideas

34. Challenge 6 – Exploring Emerging Empires • Nationalisation opportunities • Conventions market

35. Going International – Key Assumptions • Why - We know why we are doing this • Who - We are clear on who’s leading it • What - We have a view on what value we can add and who we want to serve • When - This is a long-term commitment

36. There is considerable growth potential in emerging economies

37. Challenge 7 - Explore New Business Models

38. Challenge 8Embedding Environmental Scanning, Scenario Planning and What-if Thinking. • Engaging members in scanning • Leveraging the insights

39. Choosing the Scale of Change

40. Know Your Starting Point • Future insights • Capability / Limitations • Membership Needs • Unmet opportunity • Risks / threats • How decisions get made • Tolerance of uncertainty

41. Developing a Future Roadmap • Environmental scanning • Trend analysis • Scenario workshop • Identify the ‘vital few’ • Create action teams or Strategic Task Force • Conduct strategic review • Identify gaps and opportunities

42. Working with the Trends and Patterns of Change • Pick specific trends / patterns to focus on • Test against current activity and future plans • How could member needs be affected? • What could the direct impact be – strategy and functions • Scale, timescale, warning signs • Possible responses

43. Create Tolerance of Uncertainty

44. Building Board Ownership and Engaging Stakeholders

45. Staying the Journey • Clarity • What does ‘do nothing’ cost you • Embed the thinking • Innovation architecture • Tolerance of uncertainty • Tap the network

46. “First they ignore you. Then they laugh at you. Then you win.” Mohandas Karamchand Gandhi 1869 - 1948

47. Conclusions Designing the Future Direction and Purpose Trends and Challenges Foresight Culture Organize for Innovation ‘Call to Action’