A new study from Tagoras, a leading research and advisory firm for the learning business, reveals that many association CEOs believe the long-standing model for delivering continuing education is under increasing strain-and that the sector must rethink how it aligns educational activities with mission, market realities, and member expectations.
The report is based on 27 in-depth interviews with association CEOs and executive directors representing a wide range of professions, trades, and regulatory environments. It offers one of the most comprehensive portraits to date of how top executives-not program staff-view the role of learning and professional development in their value proposition.
Key Findings
— The traditional education model is weakening. Many CEOs described a steady erosion of attendance, revenue reliability, and differentiation as competition from free and low-cost learning sources continues to grow.
— The economics of education are shifting. CEOs widely report that employer-driven purchasing, not individual learners, is now shaping demand for training and credentials-a trend forcing associations to rethink pricing, packaging, and sales strategy.
— Portfolios have become overgrown. Several leaders acknowledged that their education offerings have accumulated over time without clear strategic purpose or rigorous pruning, creating complexity without delivering proportional value.
— Trust remains the association advantage. Even as content becomes more widely available, CEOs say associations still hold a credibility edge-grounded in standards, neutrality, and professional stewardship-that commercial providers cannot easily replicate.
— The most effective strategies focus on outcomes. CEOs who are making progress report shifting toward role-based pathways, competency alignment, and offerings that can demonstrate clearer value for employers and members.
A Leadership Perspective
While the report does not prescribe a single model or define “learning” beyond what CEOs articulated, it does reveal a growing recognition that education strategy must be more intentional and more deeply connected to how associations serve their fields.
“In the conversations, I heard two very different mental models. Some CEOs think of learning holistically-as something embedded in community, standards, and the broader member journey. Others equate education almost entirely with formal programming. When you hold the broader view, learning becomes a strategic asset; when you hold the narrower one, it becomes a cost center,” said Jeff Cobb, co-founder of Tagoras and co-author of the report along with Celisa Steele.
Why This Matters Now
Cobb notes that many CEOs-regardless of sector-expressed a common challenge: how to modernize education in a market where information is abundant but trusted, high-stakes competence remains essential. The interviews point to a sector grappling not with whether education is important, but with how to deliver it sustainably and credibly in a very different environment than the one associations were built for.
The full report, Where Mission and Margin Meet: How Association CEOs Think About Learning and Education, is available at https://www.tagoras.com/association-ceos/
Media Contact:Jeff CobbTagoras405709@email4pr.com(800) 867-2046, x 101
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SOURCE Tagoras
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