Viewing Big Tech Through the Trust Lens

A small group of global technology companies and their digital platforms now shape how people access information, learn, communicate, build relationships, and conduct business. At the same time, governments are enacting new regulations, courts are pursuing litigation, and individuals are demanding greater transparency. Underlying these actions is the erosion of trust in the digital ecosystem. 

For association leaders, this moment is not just another external trend to monitor. It is a defining leadership challenge. And unlike many strategic issues, there is no clear roadmap. The questions are complex, the trade-offs are real, and the conversations required to move forward are often difficult to initiate. 

Earlier this year, ASAE volunteers met to consider what this challenge could mean for associations. In two analysis sessions, they explored new forecasts, trends, and strategic insights and provided steps to guide associations, resulting in the updated ASAE ForesightWorks “Taming Big Tech” driver of change.  Their conclusions and recommendations are captured below. 

Setting a Framework for Discussion 

With a landscape evolving faster than most organizations can process, these conversations become hard to tackle. Regulatory approaches are diverging across regions, from Europe’s emphasis on transparency and accountability to the United States’ reliance on litigation and China’s focus on sovereign technology ecosystems. Internally, boards, staff, and members often have different levels of comfort with technology and different views on risk. Even framing the issue can feel daunting. Do you focus on balancing innovation with ethical responsibilities? Is it about personalization vs. privacy? What about depending on one or two powerful platforms to maximize your association’s reach?  

There are no easy answers. Decisions about technology are no longer purely operational. They are increasingly rooted in your strategies and values. They shape how members perceive the association and whether they trust it to act in their best interests. 

Starting the Conversation 

Amid a rapidly shifting environment and significant uncertainty, associations have a unique opportunity. Members are looking for direction on which technologies they can trust, which standards to follow, and how to adapt to minimize their risk. Associations, grounded in mission and professional standards, are well positioned to serve as guides and leaders. But how do you start? 

For many association executives, the instinct might be to wait for more clarity or to delegate these issues to technical staff. That approach is increasingly risky. Instead, leaders can begin by framing the issue in relatable terms. This is not about certain tools or platforms. It is about trust, risk, and long-term relevance. Simple questions can open the door:  

• Where are we most dependent on external platforms? 
• Where could trust in our organization be vulnerable?  
• What would a loss of member confidence look like? 

From there, bring different voices into the discussion. This includes not only technology staff, but also board members, communications leaders, policy experts, and member representatives. The goal is not immediate consensus, but common understanding. In many organizations, simply discussing the nature of the challenge is a meaningful first step. 

Not a One-and-Done 

Creating space for ongoing conversation and review is also critical. The pace of change means this cannot be a singular discussion. Associations have the opportunity to convene stakeholders to explore the ethical and professional implications of new technologies, using roundtables, task forces, or advisory groups to surface diverse perspectives. These forums reinforce the association’s role as a trusted convener. 

Leaders should identify a small number of visible actions that signal progress and communicate them regularly. Updating data use and technology ethics policies, increasing transparency about how member information is handled, or piloting content validation initiatives can demonstrate commitment without requiring sweeping change. At the same time, associations should continuously engage in policy discussions, monitor regulatory developments, and adapt marketing and communications strategies to keep up with technology advances and related expectations around privacy and trust. 

The convergence of “Big Tech” power, regulatory action, and declining public confidence is changing the landscape for every organization. For associations, the risk is real, but it is also an opportunity. Those who are willing to initiate difficult conversations, confront uncertainty, and lead with intention will be more likely to build trust and guide their members through what comes next. The hardest step is simply getting started.