The association leader’s data playbook: 7 questions you should be asking in 2026

In 2026, the most effective boards will be those making decisions with robust, forward‑looking data. As professions face economic pressure, technology disruption and rising expectations of accountability, associations can no longer rely on assumptions - they need evidence to lead with confidence. 

1. Which services genuinely drive value - and which persist out of habit?

Across our service value modelling, we frequently see long established programs delivering low impact or attracting minimal participation. Conversely, high value services are often under-resourced or not clearly communicated.

A structured, data-led service review will help to:

• Identify the drivers of value

• Pinpoint underperforming or redundant offerings

• Understand where perceived value aligns (or misaligns) with actual cost

• Assess the impact of not delivering services

• Establish priorities for focus

This is one of the most powerful levers for lifting member value and organisational efficiency. Service reviews allow associations to focus on what matters most and confidently evolve offerings.

2. Are we treating all members the same, when they’re not?

Associations serve increasingly diverse member cohorts, each with different motivations, constraints and expectations. As member expectations shift, meaningful segmentation becomes the foundation of relevance, personalisation and smarter strategic choices.

Effective segmentation goes beyond demographics. It considers:

• Career stage and professional risk exposure

• Engagement behaviours and service usage

• Value drivers versus pain points

• Strategic versus operational needs

The question for association leaders is whether strategic decisions are being made on assumptions or insights that allow you to prioritise, personalise and allocate resources effectively.  Associations making strategic decisions without segmentation are almost always overserving some groups and underserving others.

3. Do we have a current picture of workforce capability and the data needed for credible advocacy?

Most associations track membership numbers, qualifications and CPD participation to measure performance. Fewer have a current view of actual workforce capability, including capacity constraints, emerging skills gaps, risk areas and future demand.

Without this insight, it becomes difficult to:

• Advocate credibly with government and regulators

• Design education and accreditation that reflects real needs

• Support members through transition and disruption

Policy influence strengthens dramatically when it is backed by robust evidence on capability, need and risk. Boards should be asking whether their workforce data is forward-looking, regularly refreshed, and aligned with national skills frameworks, or whether it is largely historical - or worse, anecdotal.

4. Are we equipped to respond credibly to AI and emerging technologies?

AI is reshaping roles, workflows and risk profiles across professions, yet many organisations confuse AI experimentation with readiness. To provide support and guidance for AI adoption in their industry, associations are ideally placed to provide comprehensive insights into workforce capabilities, ethical use standards and risk management, training and future skill needs

Evidence-based insight enables you to take a leadership position based on reality, not hype.

• What does our data tell us about skills readiness and risk?

• Where are members confident, uncertain or exposed?

• What are the greatest AI opportunities, and risks, for the profession?

• How can we lead responsibly without over- or under-reacting?

Associations that lead with evidence can shape the narrative, calm uncertainty and position their profession for opportunity rather than workforce disruption.

5. Where are the greatest risks to professional standards and how is public trust shifting as a result?

Skills erosion, inconsistent or unethical practice, outdated training and gaps between regulation and real‑world capability can all undermine professional standards. At the same time, public trust in institutions and professions is increasingly fragile.

Early indicators of declining trust often appear in:

• Emerging patterns of poor or negligent practice across parts of the profession

• A rising volume of complaints, disputes or referrals to ombudsman bodies

• Evidence of non-compliance with regulatory or ethical requirements

• High-profile cases, inquiries or media scrutiny involving practitioner misconduct

• Legal action, penalties or enforcement activity indicating systemic weaknesses

• Reputational shocks, including public failures, scandals or governance breakdowns that undermine trust beyond the individuals involved

Association leaders need evidence to identify where standards are most vulnerable, where public confidence may be at risk, and where targeted intervention is required to protect both the profession, its reputation and the public.

6. How resilient is the profession to economic conditions, regulatory change and reputational shocks?

Productivity pressures, demographic shifts, regulatory change, funding constraints, technological acceleration and shifting public expectations all test professional resilience. Associations need a consolidated view of what pressures are emerging, how external change is affecting capability, practice and industry confidence and what interventions will strengthen the profession.

Boards should ask whether their advocacy positions are supported by:

• Understanding of members’ challenges and pressure points

• Realistic picture of the industry’s outlook and confidence

• Robust workforce and market data

• Clear risk modelling and scenario analysis

• Insights that resonate with policymakers and regulators

Without this foundation, advocacy risks becoming reactive rather than strategic, and less influential at the moments that matter most.

7. Do we have benchmarks that show progress over time, not just snapshots?

One-off surveys tell you what your members think today. Benchmarks tell you whether your strategy is working, and associations with benchmark data make more confident, future-focused decisions.

Boards need to ask whether they can:

• Track change in capability, sentiment or readiness over time

• Compare cohorts, regions or sectors meaningfully

• Measure the impact of interventions and strategy shifts

Benchmarks give leaders the trends and evidence they need to make sustained, confident decisions, instead of reacting to point-in-time results.

Leading With Insight in 2026

In an increasingly complex environment, associations that lead with evidence will be better positioned to support their members through change, advocate with authority and make confident decisions.

For CEOs and boards, the challenge is not just to collect more data, but to ask the right questions of it.

Contact Survey Matters for an obligation free conversation about your association’s research and data needs today.