A Vision for the Future of DMA: A Q&A With DMA’s Lindsay Hutter
I learned that we are stewards in the association business. We're stewards, and we're part of a continuum. It's vital that we understand all that came before us, because there is legacy, and there is insight and there is knowledge there. It's important to be very smart about what's happening today.
It's also important to be really looking around the corner, around the curve, and helping the industry accelerate. That's by pointing out, "What are smart opportunities for the industry?" And it's also identifying, "What are barriers to success?" I see DMA incredibly well-positioned to identify those opportunities and help the industry capitalize on them. At the same time, [to] be a scout that spots the barriers, whether they're legislative or policy barriers, or talent gap barriers, and identify the solutions that will help our members achieve success that much faster.
TM: When do you plan to do all this?
LH: My immediate priority is to listen, observe and ask good questions over the next week at what is the industry premier event, the DMA2014, our annual conference. That's my short-term priority. I'm a believer in a dual-track approach … This is something that I advised clients in my role as global practice leader for change, in internal communications with Hill+Knowlton.
That is, we need to be able to sail the ship well while we're rebuilding it and modernizing it. That's the approach that I've discussed with Tom Benton, our CEO, and intend to bring forward. I see communications as one of the best assets a trade association has to advance the industry's agenda. It does this not only by communicating with external stakeholders, including the media, it also does this by being a strategic advisor, and resource, and partner to the other parts of the organization.