The Innovation Gap: How Chambers Can Lead on AI
Written by Colin Diaz, IOM, ACE, Western regional director, CICE. Originally published at https://www.uschamber.com/chambers-of-commerce by the U.S. Chamber of Commerce, Institute for Organization Management. Republished with permission.
Across boardrooms nationwide, leaders of chambers and associations are asking the same question: “How should we respond to artificial intelligence?”
Hesitation is understandable. Many leaders feel pressure to act but do not consider themselves technology experts.
That hesitation, however, is the real risk.
According to McKinsey (2023), generative AI could add between $2.6 and $4.4 trillion annually to the global economy, fundamentally reshaping how work is performed. PwC’s 2024 Global CEO Survey reports that nearly 70% of CEOs expect AI to significantly change how their organizations create value within three years.
Your members are already adapting — automating workflows, redesigning staffing models, and integrating AI into marketing, analytics, and operations.
The question is not whether AI will impact your community. It already is. The question is whether your organization will lead the conversation.
Four Roles for Modern Chambers and Associations
The Translator: AI conversations are often technical and fragmented. A 2023 U.S. Chamber survey found nearly one in four small businesses are already using AI tools, yet many express uncertainty about long-term implications. Organizations must interpret what matters locally and within their sectors.
The Convener: Innovation discussions are happening in silos. Chambers and associations are uniquely positioned to bring cross-sector leaders together for roundtables, workforce discussions, and industry forums that clarify what change means in their communities.
The Data Strategist: Deloitte (2023) reports that data-driven organizations are significantly more likely to achieve above-average revenue growth. Data should inform programming, advocacy priorities, and board-level decisions, not simply reporting dashboards.
The Model User: Credibility requires internal adoption. Streamlining workflows, leveraging analytics, and modernizing communications demonstrate alignment between message and practice.
Lead Into Ambiguity
Technology, data, and innovation are not side conversations. They are central to workforce development, economic competitiveness, and long-term organizational relevance.
The opportunity is not to become AI experts. The opportunity is to remain indispensable.
Start this quarter:
Host one AI-focused member conversation.
Automate one internal workflow.
Dedicate 15 minutes of your next board meeting to emerging technology trends.
Chambers and associations were built to convene leadership during moments of transition. This is one of those moments.
