Industry bodies need fresh air, not closed doors

The controversy surrounding the Advertising Agencies Association of India (AAAI) over its Lifetime Achievement Award is unfortunate, but it has also exposed a much larger issue. The debate is no longer about one award or one individual. It has raised uncomfortable questions about whether India's advertising, media and public relations industry bodies are keeping pace with the industry they represent.

The communications business has changed dramatically over the past decade. Artificial Intelligence is transforming creativity and media planning. Independent agencies are competing successfully with multinational networks. Digital-first firms, influencer marketing companies and AI-led consultancies are reshaping the business. Clients expect faster, smarter and more integrated solutions than ever before. Yet, many of our industry associations appear to be functioning with structures and mindsets that belong to another era.

The Same Faces, Year After Year

The industry owes a great deal to the veterans who built these institutions. Their contribution to advertising and communications in India deserves respect. However, institutions cannot depend indefinitely on the same small group of people to lead them. Leadership should never become a permanent entitlement.

Across several industry bodies, familiar faces continue to occupy key positions, committees and governing councils. Continuity has its advantages, but excessive continuity eventually leads to stagnation. Every healthy institution needs periodic renewal, new thinking and a clear succession plan. Experience should remain an asset, but it should not become a barrier to change.

Where Are the New Leaders?

India has no shortage of capable professionals who can lead these organisations. The industry today is home to CEOs who manage global agency networks, founders who have built successful independent agencies and entrepreneurs who understand digital transformation, AI and changing consumer behaviour.

Why shouldn't the CEO of a leading network such as Ogilvy or Leo Burnett lead AAAI? Why shouldn't accomplished leaders like Babita Baruah or Ashish Khazanchi be considered? Why shouldn't founders of agencies such as  Talented, Tilt or Tribes get an opportunity to shape the industry's agenda?

These are not questions about personalities. They are questions about leadership renewal. Associations should encourage the best talent from across the industry rather than allowing leadership to rotate within a familiar circle.

Are These Bodies Truly Representative?

Advertising today extends far beyond traditional creative agencies. The ecosystem includes media agencies, PR firms, digital specialists, influencer marketing companies, content studios, AI consultancies and a vibrant start-up community. Yet these voices are often missing from the highest decision-making forums.

Representation also needs to become more inclusive. Women leaders, regional agencies, younger professionals and entrepreneurs should have a meaningful role in shaping these institutions. If leadership continues to remain concentrated among a handful of familiar names, industry bodies risk becoming exclusive clubs rather than representative organisations.

What Purpose Are They Serving?

This is perhaps the most important question.

Industry bodies should be much more than organisers of awards and conferences. They should represent the industry's interests before government, help shape policy, establish ethical standards, promote research, develop talent and prepare members for future challenges.

Today, Artificial Intelligence is raising questions around copyright, creativity, transparency and ethics. Digital advertising faces increasing regulatory scrutiny. Skills required in agencies are changing rapidly. These are precisely the issues where industry associations should be providing leadership.

Many professionals, however, feel that these organisations no longer have the influence or visibility they once enjoyed. If that perception is growing, it deserves serious introspection.

Governance Must Inspire Confidence

Strong institutions are built on transparent governance. Clearly defined tenures, independent committees, open elections and structured succession planning create credibility. Leadership should rotate regularly, allowing experienced professionals to mentor rather than monopolise.

Around the world, respected industry associations remain relevant because they continuously refresh themselves. Renewal is not a rejection of experience. It is recognition that every generation brings new ideas, different perspectives and a better understanding of emerging realities.

The communications industry celebrates innovation every day for its clients. Ironically, many of its own representative bodies appear reluctant to innovate in the way they govern themselves.

A Time for Renewal

The recent AAAI controversy should therefore be viewed not simply as an isolated dispute but as an opportunity for meaningful reform. India's advertising, media and public relations industries are among the fastest evolving in the world. Their representative bodies should reflect the same energy, diversity and ambition.

The pioneers who built these institutions deserve immense gratitude, but perhaps their greatest contribution now would be to prepare the next generation of leaders. The strongest institutions are those where leadership is continually renewed, governance is transparent and participation is broad-based.

Fresh air does not diminish legacy but it actually strengthens it. If industry bodies want to remain relevant in an AI-driven, digitally connected and rapidly evolving communications landscape, they must open their doors to new leadership, fresh ideas and broader representation.

The industry has changed. Its institutions must change with it.