On with the show

"The next generation is definitely important for the sustainability of the show societies themselves into the future," Mr O'Hara said. "The reason being that the people currently there aren't always going to be there. But we also need younger involvement to put new ideas into the show so that the show can appeal to the next generation of patrons coming through as well - whether it's in entertainment or competitions."

He said it was imperative show organisations looked at modernising their operations, competitions and rules to continue to generate appeal and have relevance to communities, particularly for their social function.

"It's the longest running event in Australia and for social reasons it's an important event, because the show is the only event in the world that everyone can be a part of in a community," Mr O'Hara said. "There's not one other event in the world that can incorporate a community like the show societies do.

"They showcase the best of agriculture and their areas, showing them why a community should be a community."

Though he had grave concerns for the future of shows about a decade ago, Mr O'Hara said the current relationship QCAS had with Next Gen gave him a much more positive outlook.

"I think now the next generation has really embraced the show movement in a number of ways thanks to QCAS being willing to adapt and mentor and I think it is a growing phenomenon."

Mr O'Hara's sentiments echo the topics driving discussion at the 26th Royal Agricultural Society of the Commonwealth (RASC) conference held in Brisbane in October.

While the presence of RASC president Princess Anne provided some royal custom to the five-day event, it was the numerous guest speakers covering the role of the next generation that ensured change and adaptability was at the forefront of minds.

RNA councillor and executive committee member Professor Peter Little AM told the conference it was integral for show societies to plan for millennial leadership - the group roughly aged 20-50 - for the future success of these organisations.

Using the examples of once massive corporations Kodak, Nokia and Blockbuster, Professor Little said their business woes were caused by their "desire for certainty" and "to hold on to what we know" .

"Failing to see changes around you, not just with products but with people and how they engage with you, is a problem."

Applying the scenario to show societies, Professor Little said the organisations needed to address the gap between their current leadership and the reality of the way millennials think and live.

"We certainly know that the millennials have very different workplace expectations from boomers and it's profound."

With the higher expectations, Professor Little said there would need to be a rise in mentoring and coaching throughout the societies to accommodate this.

"The millennials have much to offer with their ambitions, optimism and aspirations, and the opportunity to modernise our organisations. Show societies have been around for 130 years plus. They need to embrace change in this fast-changing world and embrace what the millennials have got to bring us."