Lisa Boch-Andersen is a leader in international strategic communications, corporate positioning and public affairs. In addition, CSR have played a key role throughout her career. She has close to 20 years of international experience from corporations, associations, international institutions, and consulting.
Lisa has a strong cross-sectoral background. At Microsoft, she served as Senior Director of Communications with leading roles in digital positioning and the company’s Citizenship Strategy. Prior to Microsoft Lisa held a range of senior roles with ExxonMobil in marketing, communications, media relations, CSR, marketing and public affairs. Lisa has also worked for the medical technology industry association as Director of Communications.
In the last few years, Lisa has advised a number of industries and companies across energy, health, automotive, telecom, and ICT, including her current work as Senior Director, Strategic Communications and Marketing for the 5G Automotive Association. Her work involves strategy and messaging development, reputation management, political communication, integrated campaigns, PR and stakeholder engagement.
1. Why are you investing your time & expertise in (an) association(s) and its advancement?
I have been active in associations for close to 20 years, both as a corporate representative leading committees and working for and with a number of associations on positioning, communication, PA and marketing. It is a privilege to help drive change and consistency for a number of companies who have found common ground, facilitating the journey from a merely technical/regulatory focus towards a more holistic approach. This involves developing opportunities for broader thought leadership, impact and share of voice across decision-makers and influencers. Having the opportunity to help moving the needle is always exciting.
2. In your experience, what are the 3 success factors for advancing associations?
- A solid agreement amongst members on key priorities and what success looks like. It may seem obvious, but time and time again I have seen the unfortunate consequences of lack of common ground.
- A holistic and integrated approach to external positioning rather than a siloed approach to regulatory, public affairs and communications.
- Continued buy-in and participation through ongoing internal communication. Driving impactful activities requires continuous engagement with the membership. Internal communication should never be underestimated.
3. Has the AM world changed when it comes to diversity and inclusion?
I think there has been tremendous progress over the years, but this is a work in progress. All leaders – women and men alike – should be judged by their skills, expertise and experience. An increasing number of women step forward and take leadership roles in both the public and private sectors. Association management should reflect this changing composition in companies, industries and the political institutions we engage with.
4. What advice would you give the next generation of association leaders who want to make an impact?
Have a solid strategy in place rather than reacting to events as they occur. Learn from history, both mistakes and success stories and don’t be afraid to share your experiences. Know and cultivate the movers and shakers within the association who want to drive successful collaboration. Ensure a professional and well-functioning governance structure to ensure efficiency and effectiveness. Keep an open mind on evolving membership, and leverage the growing opportunities for cross-industry associations. Always demonstrate added value; members should not doubt why they need this membership.