There seem to be more ways to fail than to succeed when it comes to developing and implementing globalization strategies. Fortunately, an experienced base - consisting of both successes and failures - is emerging to reveal certain patterns from which we can learn. Following are some actions that, performed well, will give associations a better chance of establishing globalization efforts that work.

Determine need. An effective strategy starts with the realization that globalization is both a threat and an opportunity. The wise association executive will quantify what these threats and opportunities are and how they relate to the local needs and concerns of the association's members.

Identify value to current members. Once association leaders decide to adopt an active approach toward the globalization trends that surround them, they need to take care that their actions bring value to members - and that includes creating a positive impact on the association's bottom line. As powerful and important as globalization is in the abstract, no stakeholder will or should tolerate either deficit spending or the proliferation of products and services that are irrelevant to their interests.

Look beyond dues for financing. There is no organization in the world that can deliver something for nothing - but don't look toward dues to find your financing answers to international initiatives. For one thing, what is fair dues assessment for an American member would be unfair for, say a Chinese member. As with most domestic nonprofit organizations these days, successful global operations focus on designing and delivering valuable products and services that result in the vast majority of their revenues being derived from such nondues sources. Financing issues underscore the necessity of any organization to offer value to its members.

Get the governance right. To truly understand how complicated democracy is, try putting together an effective global governance structure. Associations going global need to create governance models that take into account memberships, headcounts, national origins, and the relative levels of contributions of each identifiable group to an organization's operations. The one-country, one-vote approach of the United Nations does not work in the private or nongovernmental organization sectors, nor does a one person, one vote approach. Minority opinions matter, and nothing will undermine an association more quickly than to have the same minority group's opinion overlooked again and again. This is particularly true if the minority happens to be the one that pays most of the bills.

Manage cultural and professional differences. Most associations leaders know that treating members with tender loving care is an essential component of successful association management. This is all the more the case when ethnic, religious, linguistic, and cultural differences are added to the membership mix. In the world of international affairs, such differences create a volatile mix that can - and does - cause wars; imagine what they can do to an association. In that light, the cultural sensitivity of the association staff and volunteer leaders who are on the front lines is absolutely critical to the initial and ongoing success of any operation that aspires to have global reach. If you handle each of these key areas with care, you increase the odds that your organization's globalization efforts will meet with success.