Their motivation is twofold. First, as many sectors and professions become global, it becomes imperative for associations to offer international capabilities and incorporate a more global view in decision-making. A select group of associations has always operated on a global scale (even if headquartered in the United States), while others are for the first time facing these pressures. Second, international markets constitute the next frontier for expansion as association leaders realize the vast potential to increase membership and revenue from outside the United States.
To create global organizations, though, association leaders must become truly global in how they think and operate. Associations may be nationally focused and still operate with success in foreign markets, but many others struggle to break through in new markets. The associations that have integrated international perspectives and committed to global operations are best positioned to grow globally and expand into new markets when opportunities arise.
In order to help leaders understand the challenges and requirements for going global, the ASAE Foundation, with support from global consultancy MCI Group, commissioned a series of research projects to determine the state of success in the sector and identify the factors that lead to success. This report covers the third phase of this initiative, which specifically addresses the concept of global maturity. Global maturity is the state of readiness—culturally, managerially and operationally—to expand and thrive internationally.
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