Bill Furlong on practical AI adoption and operational modernization of chambers of commerce

For over 400 years, chambers of commerce have historically stabilized local economies during disruption. Today, with AI rapidly lowering barriers to information and operational efficiency, many chamber leaders wonder: How can they remain indispensable to members? Bill Furlong, CEO of SquareStack and author of ASAP: AI IN SMB: A Zen Operating Manual for How Small Business Owners Can Win—And Stay Sane — in the AI Era shares practical guidance for chambers, combining operational insight with actionable steps for adoption.

1. Chambers of commerce historically serve as stabilizers during periods of economic disruption. In your opinion, what blind spots do chambers currently have when it comes to helping their members navigate AI adoption, and how could they realistically evolve to stay relevant?

Most chambers treat AI like a programming exercise—a speaker series or an inspiration session. Members don’t need inspiration; they need repeatable workflows and guardrails. One blind spot is the assumption that departmental adoption alone suffices. Without C-suite orchestration, chambers risk chaos across silos.

Members don’t want to “learn AI.” They want to stop drowning in admin, marketing, and reporting, without risk.

2. What role could local chambers of commerce realistically play in helping their members evaluate and implement AI, especially for those with limited tech expertise or budget constraints?

Chambers have two layers of opportunity: first, using AI to run their own operations more efficiently; second, helping members adopt AI safely. They can serve as curators and stewards—vetting tools, providing proof of impact, and sharing best practices.

Practical strategies include:

• Turning prompts into shared processes and creating local prompt libraries by role (retail, trades, professional services).

• Facilitating group purchasing and referrals for vetted tools.

• Validating what works locally—generic best practices don’t build trust; local proof does.

Instead of aiming to be an AI thought-leadership hub, chambers should focus on AI literacy, procurement guidance, and implementation support. Practical moves include publishing a Chamber AI Buyer Standard, offering done-with-you micro-implementations, and curating a single, “boring” AI stack that becomes habitual rather than overwhelming.

3. If AI continues to lower barriers to information, what do you think will differentiate chambers of commerce that remain indispensable from those that risk becoming obsolete?

If information is cheap, trust and local execution become the moat. Chambers that stay indispensable provide a trust boundary, helping members avoid extractive vendors and build durable internal advantage. They also foster implementation communities—peer show-and-tell, short working sessions, templates, accountability, and local case studies.

Obsolete chambers will continue selling networking as their product while members quietly replace “how do I…?” needs with AI. Networking alone isn’t enough; substance behind the process is what keeps members engaged. “Chambers must move beyond lectures. They need to create communities that implement AI, not just talk about it,” he says.

4. In your book, a quote got my attention: “If you use AI once, it’s a prompt. If you use it twice, it’s a process.” At what point does AI stop being a novelty and start reshaping how small businesses actually operate?

AI stops being a novelty when a business can point to one repeating workflow that is now faster, cleaner, or more consistent because AI is embedded in the steps—not bolted on. “Novelty is saying, ‘I tried ChatGPT.’ Operational shift is saying, ‘We use AI weekly in the same 2–3 workflows, and someone besides me can run it.’” Once owners move from one-off answers to repeatable processes—templates, checklists, standard prompts, handoffs—they’re no longer just using AI. They’re building an AI-enhanced operating rhythm.

5. In chapter 26, you mentioned that "even the helpers need help"—referring to chambers and trade associations. Can you elaborate more on this?

Chambers themselves often run lean and underfunded while being expected to deliver communication, engagement, advocacy, and reporting. To guide members through disruption, they must modernize their own operating systems first; visualize and consolidate the C-suite’s tech stack (often 5–20 vendors); and leverage educational content from LLM licenses, prompt libraries, and resources like my book.

Some practical examples:

• Membership communications

• Sponsorship packages

• Grant research/writing

• Event agendas and board materials

Modernized operations empower chambers to teach from lived practice, not theory, and provide members with actionable, trustworthy AI guidance. “Chambers that adopt this approach act as gatekeepers of trust, curating what is real and actionable for their members,” Furlong explains.

Closing Takeaway

AI isn’t a magic bullet for chambers. It’s a force multiplier—but only if chambers modernize their own operations, embed repeatable processes, and serve as trusted guides for members. Furlong’s approach emphasizes practical, low-hype adoption, enabling chambers to remain indispensable even as AI transforms small business operations.

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Until next time! 👋 

Houssem Touil

Founder, Chamberpad