Association technology is a core driver of strategy, member engagement, and long-term growth. It can be the difference between competing with for-profits and the lever that keeps your organization at the apex of thought leadership in your field. Unfortunately, many associations choose to forgo investing in technology leadership – instead relying on tactical support from their MSP or periodic project expertise around specific systems. 

The reason often boils down to cost. Associations are stewards of their members’ dues and other limited revenue sources, so every expenditure is weighed carefully. Hiring a technology leader sometimes gets pushed to the back burner with favor given to more visible roles like membership or events leadership. 

But what seems like savings in the short term often turns into a costlier mistake in the long run. The absence of dedicated technology leadership leads to lost opportunities, mounting technical debt, and decentralized decision-making, all of which can erode member value and organizational sustainability. 

This post explores some of the very real costs of just “getting by” with your technology strategy and leadership. 

Why Associations Often Hesitate to Hire Technology Leaders 

Associations face unique challenges compared to corporations or startups. Their budgets are typically member-funded, and they are often expected to deliver high-impact programs with lean resources. In many organizations, technology is viewed as overhead rather than a value driver. As a result: 

IT is seen as a cost center. Instead of being included in strategic conversations, IT is tasked with “keeping the lights on.” 

Short-term fixes take precedence. When funds are limited, leaders opt for project-based contractors or external vendors, addressing immediate needs without long-term planning. 

Boards may undervalue technology expertise. Volunteer board members, often from industries outside the tech sector, may not fully appreciate the need for specialized leadership. 

These factors make it tempting to bypass dedicated technology leadership. 

The Real Cost of “Savings” 

While avoiding a six-figure salary line item feels like fiscal responsibility, the reality is that this decision often creates deeper, long-term costs. Let’s unpack the three primary risks: 

1. Lost Opportunities

Associations thrive on relevance and member engagement. Without dedicated technology leadership, they miss opportunities to: 

Launch new digital member benefits. From AI tools to personalized dashboards, associations that innovate keep members engaged. Without a leader driving digital strategy, these opportunities are delayed or overlooked. 

Leverage data for decision-making. A CIO or CTO can align systems so that member data becomes actionable intelligence. Without this, associations may miss trends in member behavior or fail to identify opportunities for new products. 

Stay competitive. Members compare their association’s digital experience not only to other associations but also to the consumer apps and platforms they use daily. How many times have members said, “We want the store to look like Amazon!” Falling behind in digital sophistication erodes value. 

Ask yourself: 
Are we leaving potential member value on the table because no one is tasked with proactively identifying and driving digital opportunities? 

2. Increased Technical Debt

Technical debt occurs when organizations take shortcuts in technology planning, implementation, or maintenance, often due to lack of expertise or pressure to deliver quickly. Without a technology leader to ensure systems are selected, integrated, and maintained with a long-term view, associations accumulate technical debt in several ways: 

Outdated systems. Legacy platforms remain in place far longer than they should because no one is advocating for phased modernization. 

Point solutions that don’t integrate. Departments purchase software in silos, resulting in fragmented data and inefficiency. 

Manual workarounds. Staff spend countless hours performing tasks that should be automated, leading to burnout and reduced capacity. 

Ask yourself: 
Are we spending more time and money maintaining outdated or fragmented systems than we would if we invested in proper technology leadership from the start? 

3. Decentralized and Inefficient Decision-Making

In the absence of a technology leader, technology decisions often fall to whoever is willing, or least unwilling, to make them. This creates: 

Inconsistent standards. Staff select systems without considering enterprise-level security or scalability. Use of these platforms becomes fragmented and non-standard leading to poor data quality and systems that become fragile and unreliable. 

Slowed projects. Decisions get bogged down while other staff members see to their primary tasks. The projects are put too much into the hands of vendors where no one is adding the specific expertise or context of the association. 

Risk exposure. Without centralized governance, associations are more vulnerable to cyberattacks, data breaches, and compliance issues. 

Ask yourself: 
Who is ultimately accountable for our organization’s technology decisions, and do they have the expertise to ensure those decisions are secure, strategic, and aligned with our mission? 

The Strategic Role of Technology Leaders in Associations 

Hiring a CIO, CTO, or IT director is not about managing servers or troubleshooting Wi-Fi. In fact, if your technology leader is spending all of their time in the server room, that’s probably a bad sign. Hiring for that leadership is about bringing strategic alignment between technology and mission. A strong technology leader in an association will: 

Translate technology into strategy. They ensure technology initiatives align with member needs and organizational priorities. 

Champion digital transformation. They push for modernization and adoption of tools that enhance member experience. 

Establish governance. They create clear policies for data security, procurement, and system management. 

Foster vendor accountability. They negotiate contracts and hold technology partners to performance standards. 

Empower staff. They provide training, resources, and automation to make staff more effective and less bogged down by manual tasks. 

When associations invest in this leadership, they don’t just “keep up” with technology—they use it as a lever to achieve their mission. 

Overcoming Budget Concerns 

The most common pushback is financial: “We can’t afford a full-time technology leader.” Here are ways associations can address this concern: 

Reframe the investment. Compare the salary of a CIO to the cost of lost membership revenue, failed projects, or technical debt cleanup. In many cases, the leader pays for themselves within a few years. 

Consider fractional leadership as a bridge. Associations that truly cannot afford full-time leadership may benefit from a fractional CIO/CTO who provides strategic oversight a few days a week. 

Leverage collaboration. Regional or related associations could consider shared services models, pooling resources to hire one technology leader across multiple organizations. 

Prioritize technology in budgeting. Instead of treating IT as overhead, associations should budget for it as a programmatic investment that drives member value. 

Conclusion 

The decision to forego hiring a full-time technology leader may seem prudent in the short term, but the hidden costs tell a different story. Lost opportunities, growing technical debt, and decentralized decision-making can easily outweigh the salary line item. 

For associations, technology is not a back-office function—it is a mission-critical driver of member engagement, growth, and relevance. By investing in technology leadership, associations position themselves to thrive in a digital-first world, delivering on their promise to serve members today and for years to come.