In an era of political upheaval, economic shocks and digital disruption, international associations are facing a hard truth: instability is no longer the exception — it’s the norm.
That’s the message contained in a white paper - by The Hague & Partners Convention Bureau and the European Society of Association Executives (ESAE) - which paints a stark picture of a sector under pressure.
Based on roundtable discussions and a survey of 99 association professionals, the report shows that 85 per cent of associations are already experiencing the impact of global instability, from visa hurdles and travel bans to suspended funding streams and rising political interference.
Events — long the main source of revenue for many associations — are being cancelled, relocated or moved online, often at significant financial and reputational cost.
Perhaps most alarming: only 13% of respondents feel well-prepared to manage these pressures. “We’re firefighting, not future-proofing,” one leader admitted.
But amidst the anxiety, there’s a story of adaptation. Associations are restructuring governance, embracing hybrid formats, and bolstering cybersecurity. Almost a third (30%) have introduced new advocacy strategies, recognising that staying silent in turbulent times is no longer an option.
Populism emerged as a particular concern, with 77 per cent saying it’s already affecting their organisations — prompting many to revisit board policies, reaffirm core values, and increase diversity. Meanwhile, diversity, equity and inclusion (DEI), once viewed as internal housekeeping, is now seen as a strategic priority — and a flashpoint. “DEI isn’t a policy issue anymore,” one respondent said. “It’s strategic survival.”
Cybersecurity also looms large. A staggering 81 per cent of respondents are worried about cyber threats, yet nearly a quarter have no formal protection in place.
Innovation, the report notes, is uneven. While most associations recognise its importance — especially in funding, digital transformation and flexible event formats — resource constraints, risk aversion and governance inertia are holding many back.
The paper is a call to action: for deeper scenario planning, mission-aligned partnerships and stronger collaboration across the sector. As geopolitical instability becomes a permanent backdrop, the report urges associations to move beyond survival — and toward strategic resilience.
“The task now,” it concludes, “is to adapt with purpose. Because resilience is not built in the abstract. It’s built in the decisions we make today.”
“Unlike previous studies, this
paper captures a sector at a strategic crossroads, one where resilience is
being redefined by geo-political change through action in four key areas: event
delivery, digital security, diversity and inclusion, and innovation,” said Bas
Schot, Head of The Hague & Partners Convention Bureau.
Based on qualitative insights and
a global survey of 99 association leaders, it reveals that 85% of organisations
have already experienced disruption due to geopolitical instability, and 88%
expect further challenges.
“This isn’t just about risk, it’s
about a strategic change needed across all associations around the word,”
continues Schot. “From rethinking where events are held to how boards are
governed; associations are building new models of operational and ethical
resilience. Our findings show that this shift must be integrated, values-led,
and responsive to complexity. Destinations like The Hague have a clear role,
not just as hosts, but as strategic partners.”
Four Key Areas of Consideration
- Events:
Once logistical endeavours, events are now deeply political decisions. 26%
of respondents reported negative impacts from geopolitical instability on
their event planning, while 28% have moved events to more politically
stable destinations. Risk assessments, hybrid models, and values-driven
site selection are becoming standard practice.
- DEI
(Diversity, Equity and Inclusion): Far from a soft issue, DEI has become a
critical focus point. Over 60% of respondents rated DEI as ‘very
important’ to internal stability, yet nearly 17% still see it as
peripheral. Anti-DEI laws and sentiment are actively affecting location
choices, partnerships, and messaging.
- Cybersecurity:
As associations digitise, they are becoming vulnerable targets. 81% of
respondents expressed concern about cyber threats, but 23% report having
no formal cybersecurity protections at all. Only 15% have cyber insurance,
exposing a critical preparedness gap.
- Innovation:
Despite budgetary pressure, innovation is gaining traction. 72% identified
alternative funding and revenue generation as critical, with 71% favouring
more organisational flexibility. While 57% are investing in digital
transformation, only 22% have a formal innovation strategy, highlighting
both ambition and constraint.
Strategic gaps
“What this research shows is that
association leadership must now be structural, strategic and courageous,” said
Ioannis Pallas, managing director of ESAE. “From cybersecurity and DEI to
funding and advocacy, our members must prepare not for the exception, but for
the new normal. This paper offers practical guidance on how to lead with
clarity, credibility, and collective purpose.”
Download the white paper here.
Written By
James Lancaster
AMI editor James
Lancaster is a familiar face in the meetings industry and international
association community. Since joining AMI in 2010, he has gained a reputation
for asking difficult questions and getting lost in convention centres. Proofer, podcaster, and panellist - in his spare time, James likes to walk,
read, listen to music, and drink beer.
