"Navigating Uncertainty: How Sector Management Remains Crucial in a Changing World"
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"Navigating Uncertainty: How Sector Management Remains Crucial in a Changing World"


Text: Ravi Singh, FD, 23 January 2030

It is an early Tuesday morning in January 2030 as I arrive at the headquarters of V&V Management in Amsterdam. The morning mist still hangs low over the canals as I am warmly welcomed by Sandra de Jong, the director. Today, I will shadow her to discover how V&V Management is guiding sector organisations through the major transitions of energy, resources, circularity, and other societal challenges. What follows is an in-depth conversation about the evolving role of sector organisations in a world dominated by transitions and uncertainty.

The Morning Briefing: Scenarios and Strategies

We begin the day with an internal briefing, where Sandra gathers her team of association managers. Among them are specialists representing key sectors such as energy, healthcare, and agriculture.

Sandra opens the meeting with a reflection on a tumultuous decade, which began with a global pandemic and was marked by significant geopolitical, economic, ecological, demographic, and societal upheaval. It was truly a “Decade of Action”, where short-term survival, adaptation, and growing polarisation often conflicted with the necessary long-term structural changes needed to address challenges like climate change, ageing populations, and fossil resource scarcity.

A few years ago, Sandra and her team launched the V2030 Project (“Sector 2030”), outlining four possible scenarios for sector organisations in the 2030s. The project received widespread praise among V&V’s diverse client base, as it provided a degree of clarity and “if-then” guidance amidst the great uncertainties about the future. As V&V stands at the dawn of a new decade, Sandra believes it is a good moment to assess the current status of these four scenarios, analyse their intersections and contradictions, and explore how they are shaped by the major transitions initiated in the 2020s.

Scenario 1: Sustainable and Inclusive Growth

“The first scenario, Sustainable and Inclusive Growth,” Sandra begins, “is where we see the most significant progress. The energy transition has completely reshaped the construction and energy sectors. With robust government regulation and technological innovations, we have succeeded in making nearly all companies carbon-neutral. Circular Economy Advisors (CEAs) play a key role here, helping our members comply with regulations while optimising their production processes and reducing costs by minimising waste streams.”

Aisha, leading the energy transition in the construction sector, adds: “Since the introduction of CO₂ pricing in 2025, we have made tremendous progress. Our members quickly adapted to the new circular construction standards, and we now see companies viewing innovation as an opportunity rather than an obligation.”

Sandra nods and highlights another critical development: “We also work closely with citizen platforms and local governments to help businesses adopt inclusive decision-making processes. Democratic processes are becoming increasingly important in business.”

Scenario 2: Digitally Driven Transformation

The conversation shifts to the second scenario: Digitally Driven Transformation, where technological adoption is rapid, but regulation is limited. David, who leads the digital transformation in healthcare, explains how this scenario has impacted the sector: “We have seen tremendous growth in Digital Health Coaches and AI systems delivering personalised care. While this has made healthcare more accessible for many, the lack of regulation has also led to inequality. People in disadvantaged regions often lack access to these technologies.”

Sandra acknowledges the challenges: “We have embraced AI, but alongside AI ethicists, we are ensuring innovation remains ethically responsible. The tech sector is growing rapidly, but we must ensure these technologies benefit society as a whole.”

Scenario 3: Growing Regulation and Government Intervention

The third scenario, Growing Regulation and Government Intervention, is central for sectors such as agriculture and housing. “In this scenario, governments have taken a firm lead,” Sandra explains. “There are strict rules for CO₂ emissions and the circular economy, but technological progress remains slow. We work closely with Compliance Innovators to help businesses navigate these regulations without stifling growth.”

Rachid, responsible for the financial sector, adds: “The Sustainable Financial Management Act, introduced in 2028, forced the financial sector to adapt quickly. Banks and investors must now prove their portfolios meet sustainable criteria or risk fines and reputational damage. This has driven companies to green their investments.”

Sandra also highlights agriculture’s struggles under regulation: “Farmers receive subsidies for regenerative agriculture, but slow technological progress makes the transition challenging. Precision farming is slowly emerging, and we continue to support businesses through this change.”

Scenario 4: Polarisation and Fragmentation

The final scenario, Polarisation and Fragmentation, reflects uneven progress. “In this scenario, transitions are unequally distributed,” Sandra explains. “Some regions see significant innovation, while others lag behind. The energy transition is slow and fragmented. Local markets are becoming increasingly isolated, and without strong government intervention, some sectors remain stuck in outdated models.”

Alejandra, working with rural farmers, notes: “Without clear regulations or technological support, many farmers continue to operate as they always have. Some have tried innovating through niche markets and organic food, but without structural support, progress remains a challenge.”

Sandra concludes: “In this scenario, inequalities are stark. Agriculture, energy, and housing sectors range from hyper-modern to outdated, reflecting deep social tensions. Regional Data Analysts help our members analyse market demands and respond to regional differences, but without government guidance, progress is slow and uneven.”

During Lunch: Reflecting on the Major Transitions

Over lunch, Sandra and I discuss the profound impact of these transitions on society. “No sector remains untouched,” Sandra remarks. “As sector organisations, we must continuously adapt to changes in technology, regulations, and societal demands. Our role has shifted from advocates to strategic partners: for our members by facilitating collective initiatives; for governments and regulators by helping them shaping policy; for knowledge institutions and technology companies by bringing expertise togetherto develop and scale innovations; and for society at large by acting as a unifying force within member communities for the benefit of society as a whole.”

She continues, “We cannot merely react to change; we must actively shape it. New professions such as Circular Economy Advisors, Digital Health Coaches, Compliance Innovators, and Regional Data Analysts are now essential — roles that didn’t even exist ten years ago.”

Despite the shifting landscape, energy transitions, circular economies, healthcare, and democracy remain at the heart of their clients’ strategies. Sandra reflects, “The chaos we find ourselves in also brings opportunities. By collaborating with our members, governments, and technology partners, we can positively shape the future.”

End of the Day: Looking Ahead to the Future

As the day draws to a close, Sandra shares her vision for the future: “The world in 2030 looks vastly different from ten years ago. With the energy transition, circular economies, and the digitalisation of healthcare, the role of sector organisations has transformed dramatically. We are now the driving force behind innovation and sustainability. Sector organisations have never been more relevant!”

The major transitions demand a flexible approach, and Sandra’s team stands ready to guide their members through an increasingly complex world. As we say our goodbyes, I feel reassured that the future is in good hands, with Sandra and her team of sector professionals at the helm.

Jules Lejeune

Six Decades of Lejeune Association Management. Read all the blogs via the links below:

The 1940/50’s | The 1960’s | The 1970’s | The 1980’s | The 1990’s | The 2000’s | The 2010’s | The 2020’ s| The future 2030’s | Navigating Uncertainty | Back from the future ask Sandra


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