Why Associations Need to Rethink How The Work Gets Done

Last week I shared an article – “These Jobs Are Next in Line for AI Disruption” – about a new Microsoft study showing how AI is transforming tasks, not entire roles. It sparked a lot of conversation, especially from association professionals asking: What does this mean for how we structure work within our own organisations? 

It’s a timely question. If AI is shifting what gets done, by whom, and how – then simply tweaking job descriptions won’t cut it. The way most associations are structured wasn’t built for this kind of change.

We need a new way of thinking about how work is designed, delegated, and delivered. And that starts with shifting from a job-based lens to a task-based mindset.

Associations can adapt by focusing on tasks over titles – and how this shift can make our teams more agile, efficient, and future-fit.

Because if we want to adapt meaningfully (and sustainably) to the rise of AI, we need to stop asking “Which jobs are safe?” and start asking “Which tasks are shifting – and how can we respond?”

The Problem with Job-Centric Thinking

Traditional job descriptions bundle a range of tasks under one role – member services, comms, events, advocacy, admin, etc. That model worked well in a stable environment.

But when AI can take over 20%, 40%, or even 60% of the tasks in a single role – and leave others untouched – job-based thinking becomes a liability. You end up either underusing people or asking them to do work that no longer makes strategic sense.

A task-based lens, on the other hand, gives you flexibility. It lets you:

• Identify where AI can add value (e.g. first drafts, research summaries, customer support triage)
• Free up human capacity for the things AI can’t do (e.g. empathy, strategic thinking, member engagement)
• Restructure roles more creatively around outcomes, not titles

5 Ways Associations Can Apply Task-Based Thinking

1. Audit the Work, Not the Role. Start by mapping out what your team is actually doing – task by task. Forget the org chart for a moment. What work is being done? What’s repetitive, rules-based, or language-heavy (i.e. ripe for AI support)? What’s strategic, relational, or judgement-based (i.e. best left to humans)? This gives you a clearer picture of where AI can slot in now – and where it probably shouldn’t.
2. Unbundle Roles and Reimagine Workflows. Instead of “events coordinator does X,” think: “event content is drafted by AI, reviewed by the comms lead, and delivered by the events team.” Roles become more fluid, more collaborative, and more focused on where humans add the most value. This opens up space for professional growth too – less time spent doing admin, more time spent thinking strategically.
3. Test AI Against Real Tasks. Don’t guess. Take a few real, recurring tasks and run them through AI tools. Draft an event email. Generate a policy summary. Answer a routine member query. Track the output, refine your prompts, and assess the results honestly. Then share those learnings with the team. Transparency builds buy-in.
4. Reshape PDs and Recruitment with Tasks in Mind. When hiring or restructuring, describe roles in terms of outcomes and tasks – not fixed duties. “We’re looking for someone who can oversee our CPD strategy and lead member engagement – with the help of AI tools to streamline the admin and content creation.” It’s a more accurate reflection of the work… and it signals to candidates that you're future-ready.
5. Empower Staff to Rebuild Their Own Roles. The best ideas often come from the people closest to the work. Give teams permission to rethink how they work, what they own, and where AI could support them. Provide training, not just on tools, but on task design and workflow thinking. This builds confidence and helps people shift from “AI might replace me” to “AI can help me do this better.”

From Fear to Fit-For-Future

AI can feel threatening – especially when it’s framed as a replacement for jobs. But when we break work down into its core tasks, a more empowering picture emerges. We start to see where humans shine. We start to design better jobs. We start to build more responsive, agile, and human-centred organisations.

Associations are no exception. We are not immune from this shift – and we shouldn’t aim to be. The challenge is not to preserve roles exactly as they’ve always been, but to evolve them in ways that are smarter, more fulfilling, and more strategic.

So here’s the question: Are you adapting your structure around the jobs you hired for five years ago – or the tasks you need to deliver tomorrow?

Because that’s where the future of association work is heading. And the organisations that get there first won’t just be more efficient – they’ll be better at delivering real value, to members and staff alike.