LEADING ASSOCIATIONS TRANSFORM THE WAY THEY EXAMINE RISK

By Deanna Varga, Mayvin Global – Insights from Mission and Margin: Volume Two: Mitigating Risk for Associations

For many organisations, ‘risk’ when discussed, is something to minimise or avoid. But our research tells a different story.

In Volume One of our Mission and Margin white paper series, we explored revenue diversification as a foundation of financial sustainability. And in our recently launched Volume Two – Mitigating Risk for Associations, we shift focus to another essential pillar of long-term resilience: risk.

When approached with clarity, culture, and capability, risk becomes not a threat, but a powerful catalyst for growth and innovation. What opportunities come with risk, and how do you spot them?

Risk as readiness

Across the 15 case studies we examined over our three-part series (part three out in March 2026), one theme stood out strongly: successful associations don’t treat risk as a deterrent – they seek to understand it.  

These organisations were not reckless, nor were they paralysed by caution. Instead, they took action with intention. Whether through disciplined governance, strategic partnerships, diversification initiatives, or bold brand transformation, each organisation understood their risk profile and understood that managing risk is not about avoiding uncertainty – it is about preparing for it.

A crucial ingredient was the alignment between boards and executive teams. When boards clearly define their risk appetite, set decision-making boundaries, and empower their leaders to act, they create a culture where innovation is possible and safe. This clarity signals confidence, enabling CEOs and senior teams to explore opportunities without fear of overstepping expectations.

What’s the solution  

It is not about restraint; it is about readiness. Mitigating risk is creating the right conditions for the team, frameworks and innovation. Associations that understand and discuss risk, develop clear risk frameworks, invest in capability, and foster cultures that value experimentation and failure as a step towards success, rather than avoiding the unknown, are much better equipped to adapt and thrive. 

Creating conditions for courage

At the heart of effective risk mitigation lies culture. Associations that thrive are those that build cultures where:

• learning through mistakes is valued
• experimentation is embraced
• calculated risks are discussed, not feared
• failure is not punished, but analysed

These conditions empower teams (and boards) to act boldly and thoughtfully – even when outcomes aren’t guaranteed.

The organisations we profiled include those that changed their remit, brand and strategy, one that expanded beyond the traditional audience, one that has developed world-class partnership models and one that went international. They all demonstrate how risk, when supported by strong governance and leadership alignment, becomes a springboard for innovation, adaptability, and strategic momentum.

Mission and Margin: Volume Two — Mitigating Risk for Associations identifies the benefits to organisations who continue to assess, embrace and turn uncertainty into strength. They remind us that sustainable success is built not only on careful management but courage. It takes courage to make decisions, try new things, and keep exploring even when the outcome isn’t certain. Hearing but not being dissuaded by the naysayers. 

Because ultimately, mitigating risk is not restraint – it is preparedness. It is the confidence to act with clarity. The courage to try something new. And the capability to turn uncertainty into long-term, mission-aligned strength.

We look forward to continuing the conversation with the AuSAE community as associations build resilience not just for today, but for the decades ahead.

To download your copy of Mission and Margin: Volume Two — Mitigating Risk for Associations visit: www.mayvinglobal.com