Issue link: https://www.e-digitaleditions.com/i/964617
10 FEDA News & Views they began to thrive again and were successful in helping their industries move forward. is phenomenon is called "mission drift." Many of our members have expressed similar concerns, and I believe it is because FEDA has moved away from its original mission. For many years, FEDA has not concentrated on developing a compelling case for distributor and dealer value, advocated on behalf of a pro-distributor public policy agenda, or researched and published thoughtful and complex industry information that advances the cause of distributors and dealers. Given that the Association has been in existence for 85 years, FEDA's mission drift isn't surprising. ere have been many opportunities to reframe the purpose, which often occurs during periods when specifi c issues are driven by individual members or segments, or new marketing messages are created. e barrage of marketplace disruptions besieging the industry also is a factor and has diverted attention away from what the Association should be doing on members' behalf. Just what should FEDA be doing? Views on this vary among the membership. Some feel strongly that FEDA must promote only the traditional distribution model. Others feel that technology has already paved the way for a future marketplace in which this model cannot survive. Some members question whether there will be a need for an association at all if mass industry consolidation occurs. And, others have simply expressed frustration that FEDA is not doing enough to lead members toward real solutions. I believe we can fi nd our way if we focus on why the Association was established. FEDA's original three-point mission, written in 1933 and still stated in the bylaws, can guide us. e fi rst part of this mission is to advance the interests of its members and the industry by fostering and enlarging the use of products of the industry. A variety of members have told me that FEDA must persuasively promote distributor value and guide members on how to increase their value. To accomplish this, FEDA must understand the value that each member brings and has potential to bring—no matter the model—and learn how to promote that value to the world. According to the second part, FEDA must protect the industry against unfair and unjust burdens and exactions by taxes, governmental regulation (and other public policies that hurt distributors and dealers). For all business associations, this is a critical mission area. In 1933, public policy reforms negatively impacted foodservice equipment distributors and dealers. Today our members need advocacy on many public policy fronts, such as restrictive interior design licensing legislation, the rapid development of artifi cial intelligence technologies, and emerging energy regulations aff ecting commercial foodservice equipment. e third and last part of the mission is to collect and disseminate statistics and other information of interest to the industry and provide a forum for the exchange of views and information. Today the Association can expand its work with distribution researchers and educators to advance understanding about our evolving marketplace and identify viable ways for distributors and dealers to compete now and in the future. I believe these original goals remain vital to the Association's success and provide a framework for unifying members around common experiences in our current marketplace. I also think that working toward these goals can be inspiring, not painful, if we keep in mind our original purpose as we embrace the changes ahead. ■ Setting a New Course by Returning to Our Original Mission Mission Forward W hile change leadership might sound interesting or even exciting, it is often painful. I know firsthand, having helped nonprofit organizations overcome a wide range of serious challenges. Change can be uncomfortable for everyone involved. Even business-driven association members can be challenged when faced with new initiatives that require them to operate in unfamiliar roles, or step out of activities they feel serve their individual companies well. FEDA is experiencing some of this pain now. What's interesting is that one of the most important changes a challenged organization can make is to return to doing what it was originally set up to do. In the past, I've heard members express frustration about their organization's value and the future of their industry. And in almost every instance, these organizations had gradually moved far away from their original missions. Once they returned, Tracy Mulqueen CEO, FEDA tracy@feda.com