Governance Is a Journey: How ASCM (formerly APICS) Built Trust, Resilience, and Growth

This post is adapted from Association 4.0 – Positioning for Success in an Era of Disruption, originally published in 2018. At the time of this interview, Abe Eshkenazi, CSCP, CPA, CAE, served—and continues to serve—as the CEO of APICS (now the Association for Supply Chain Management). While the governance landscape has evolved, the strategies and leadership insights shared here remain timeless. 

When Abe Eshkenazi stepped into his role as CEO of APICS in 2006, he inherited more than an organization facing financial strain—he faced a governance structure mired in distrust and inefficiency. The disconnect between the board and staff wasn’t just a cultural issue; it was hurting the bottom line. 

Fast forward to today, and APICS has not only navigated economic recessions, mergers, and industry disruptions but has emerged as the world’s largest supply chain industry association. What fueled this remarkable transformation? Governance—and not just as a checklist of best practices, but as an ongoing journey rooted in trust, transparency, and strategic alignment. 

The Road to Good Governance: Lessons from APICS 

1. Governance Is a Journey, Not a Destination 

When Eshkenazi arrived at APICS, he quickly realized that governance wasn’t a one-time project; it was a continuous process. The board knew change was needed long before he joined, but the scope felt overwhelming. Rather than pushing for sweeping reforms overnight, Eshkenazi met the board where they were, guiding them step-by-step toward a new governance model. 

Key to this transformation was shifting from a geographically based board structure to a smaller, competency-based board focused on strategic priorities. This wasn’t an easy path—change met resistance, and progress was incremental. But each step reinforced the idea that good governance evolves with the organization’s needs. 

Reflection for Your Association: 

• Are you viewing governance as an ongoing process or a one-time fix? 

• How often do you assess whether your board structure aligns with your current strategic goals? 

2. Trust Is the Foundation 

Eshkenazi’s first rule at APICS? No surprises. This simple principle became the cornerstone of rebuilding trust between the board and staff. By committing to full transparency—whether sharing successes, setbacks, or tough decisions—he created an environment where candid dialogue thrived. 

Trust wasn’t just a top-down initiative. Staff were expected to practice the same transparency with leadership and committee members. This cultural shift not only improved board-staff dynamics but also made APICS more agile during crises, such as the 2008 recession. 

Reflection for Your Association: 

• What’s your organization’s “no surprises” policy? 

• How transparent are you with your board—and how transparent are they with you? 

3. Leverage Your Board Chair as a Change Agent 

Eshkenazi is quick to credit the strong board chairs who championed governance reforms alongside him. A committed chair can inspire the board to embrace change, model strategic thinking, and keep conversations focused on what truly matters. 

For association executives, the key is partnership. Prepare your board chair thoroughly, ensure they understand both operational realities and strategic goals, and support them in guiding productive board discussions. 

Reflection for Your Association: 

• Is your board chair an active partner in driving change? 

• How are you equipping them to lead effectively? 

4. Expect—and Accept—Bumps Along the Way 

Governance changes often face resistance. At APICS, transitioning from regional representatives to at-large, competency-based board members was met with skepticism. Some stakeholders worried about losing influence or shifting priorities. 

But Eshkenazi didn’t let temporary setbacks derail long-term goals. He acknowledged the discomfort, made adjustments when necessary, and kept the organization focused on the bigger picture: sustainability and growth. 

Reflection for Your Association: 

• Are you prepared for resistance when leading change? 

• How do you balance short-term pushback with long-term vision? 

5. Governance Isn’t Just About Structure—It’s About Culture 

While APICS’s structural reforms were critical, they were only part of the story. Eshkenazi also focused on shifting the culture from one that resisted change to one that embraced entrepreneurial thinking. 

He challenged both staff and board members to move beyond familiar patterns, avoid the bias of selecting “like-minded” leaders, and foster diversity of thought. This cultural evolution helped APICS remain competitive in an environment where digital disruptors could engage their audiences just as effectively as traditional associations. 

Reflection for Your Association: 

• Does your governance structure encourage fresh perspectives and diverse viewpoints? 

• Are you fostering an entrepreneurial culture within your leadership team? 

The Bottom Line: How You Lead Matters 

Eshkenazi’s leadership philosophy is simple yet profound: “I want to change the world, and I believe that supply chain can change the world. What we do is important—and how we do it matters.” 

For associations navigating disruption, his message is clear. Governance isn’t just about bylaws, board compositions, or meeting protocols. It’s about creating an environment where trust, transparency, and strategic focus drive meaningful impact. 

Questions to Guide Your Governance Journey: 

• Is your current governance structure helping—or hindering—your strategic goals? 

• How are you building trust between the board, staff, and key stakeholders? 

• Are you leveraging your board chair effectively to champion change? 

• What short-term sacrifices might be necessary to ensure long-term sustainability? 

• How does your culture support—or resist—governance innovation? 

Ready to take your governance to the next level? 
.orgSource helps associations build resilient leadership structures, foster strategic alignment, and create cultures of continuous improvement. Let’s start a conversation about how we can support your governance journey.