Last week, our Lead Consultant and Head of Public Affairs, Johnny Luk, was invited to participate in a webinar as a guest speaker with Stephen Waddington, who recently wrote a report about measuring the impact and value of public affairs, hosted by DeHavilland. Johnny had contributed to Stephen’s research on the report (click here - https://buff.ly/3D6KmPr) and drew from his and his colleagues' experience at Cast from Clay, as well as from the civil service, industry, and politics. The conversations extended to wider practical takeaways on how best to support clients, including: 1️⃣ Measuring progress realistically – Clients tend to focus – rightly – on outcomes. The nature of public affairs is that outcomes can be hard to control. Many external factors can impact outcomes, such as those for legislative programmes. PA consultancies should be clear on what they can control – mainly the inputs – and show how that relates to outputs and how outputs increase the odds of improving outcomes. This should be done transparently and early to give clients a realistic picture of the possibilities. This is a key part of gaining client trust. 2️⃣ Not all outputs are equal – Many traditional measurements can be useful, for example, the number of attendees at a launch event, the frequency of citations in Hansard, or key meetings held. However, this alone may not tell the full story, and success should be gauged by the quality and impact of the engagement, not just the numbers. The consultant's role is to help explain this and focus efforts on activities that give the most impact, rather than just ticking lots of boxes. 3️⃣ Collaboratively establish what is true internally and externally – You can’t measure progress without knowing how the client’s brand and activities are perceived from the start of an engagement. This involves speaking with key stakeholders involved with the client, as well as conducting internal questionnaires. Is there clear alignment within the organisation on what they do? This process helps get everyone on the same page, including those outside of the direct PA function and builds more support internally for a campaign. You can read the full blog - with more practical takeaways here 👉 https://buff.ly/4gi1QXG At Cast from Clay, we are always looking to push the boundaries of policy communications. We would love to hear your insights too on how to better improve policy comms, and please come to us if we can be of help or if you need further insights 😊
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The Internal Side of Public Affairs (17) Why Public Affairs Needs Clear Objectives and Measurable KPIs In the fast-evolving world of Public Affairs, it’s easy to set broad or activity-based objectives that don’t truly capture the impact of our work. Without clear, impact-focused objectives and measurable KPIs, we risk losing sight of the real value Public Affairs brings to the organization – and we risk losing the support of the organization itself (as they won't see value). This is, in my view, one of the biggest challenges for any Public Affairs professional. It is also a major source of misalignment and misunderstanding between Public Affairs and organizations. So, how do we get better? Let’s start with some examples of what does not work. Common Pitfalls in Public Affairs Objectives: Too often, we see vague goals like: - “Shape the policy environment” – This is too broad. How do you define success in such a wide-reaching statement? - “Meet 10 stakeholders” – Counting meetings does not reflect whether these engagements are meaningful or drive impact. - “Publish 5 newsletters” – This is an activity, not an outcome. The quantity of communications doesn’t equal influence or awareness. What Strong Objectives and KPIs Look Like: To demonstrate the true value of Public Affairs, we need clear, outcome-based objectives and KPIs, such as: - Objective: "Secure key amendments to [specific policy/legislation] in line with organizational priorities [listed out in detail] by Q4 2024." KPI: Number of legislative changes that align with the organization's priorities. - Objective: "Introduce enabling legislation for product X in 2024 to allow entry into the market in 2025." KPI: Legislative clauses enabling preferred route to market / time taken to achieve this. Bonus: If you can quantify the impact that these two objectives would have for your organization you have an even stronger internal story to share (on the journey and when reporting success). Why this REALLY matters: Having clear impact-driven objectives and KPIs not only provides a clear roadmap for success but also enables us to communicate and demonstrate the tangible impact Public Affairs brings to an organization. It also makes us accountable in a way that we should be – we are more than just anecdotes. Let’s ensure we’re not just busy—but that we’re driving real outcomes. Look out for a hands-on Workshop on this subject in Brussels coming soon - and please share your thoughts and experiences in the comments below! Do you have examples of good or bad Public Affairs objectives (I am sure you do)? 👇 #PublicAffairs #KPIs #PolicyInfluence #BusinessImpact #ObjectiveSetting Pär Nygårds Dr. Per-Erik Wolff Dr. Stephen Massey Dimitris Vartholomaios Anders Kopp Anna Aleksandra Koj Paul Shotton, PhD Aaron McLoughlin Andras Baneth Wouter Lox Claudia Breure Carmen Muñoz Jodar Irene Matías Campano Jorge Espinosa de Los Monteros Romero Kelly Langley Mickey Langley Tom Banks Laila Pinheiro
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The Internal Side of Public Affairs (22) The "Just call someone and fix this" mentality If you’re a Public Affairs professional, you’ve likely heard this remark more times than you can count. I certainly did (and continue to do so). Whether it’s a senior executive, a colleague from another function, or even a client, the assumption that our work is only about making a quick phone call to a well-placed contact persists. While it’s flattering to think we have that kind of influence on speed dial, this mindset not only oversimplifies our role—it overlooks the real value Public Affairs brings. Public Affairs is not about shortcuts; it’s about having a strategy. Yes a network of key relationships is crucial but (real) influence and impact aren’t achieved with a single phone call. It requires a deep understanding of the political and regulatory landscape, the policy challenges at play, and the perspectives of diverse stakeholders. The work of public affairs professionals is much more subtle and strategic than simply asking someone for a favor. So how do you manage the “just call someone” mentality? From the very beginning, it’s important to communicate what Public Affairs truly entails. Our work goes far beyond making introductions or quick interventions. Success in Public Affairs is about understanding the right timing, crafting the right messages, and knowing when to engage (and with whom). It’s a delicate balancing act that requires careful planning and consistent engagement over time—not something that can be "fixed" with a single conversation. Make sure your organization knows that achieving their goals will involve sustained efforts, not quick fixes. The 'make a call' suggestion often comes from people who do not really understand what Public Affairs involves. We need to take the time to explain the nuances of what we do (again and again). I also think, as I have written about quite a lot recently, much of the hard work that goes into a successful Public Affairs strategy isn’t visible to the rest of an organization. It is critical to be able to take your organization on your Public Affairs journey so that when you achieve success it is not seen as a one-off outcome of a convenient contact, but as the result of a carefully orchestrated plan-strategy. We all need to keep pushing the narrative that Public Affairs is more than quick fixes—it’s about creating real, sustainable impact and value for an organization. Share your thoughts and experiences in the comments below! 👇 #PublicAffairs Pär Nygårds Dr. Per-Erik Wolff Stefan Debruyne Stefan Borst Dr. Stephen Massey Dimitris Vartholomaios Anders Kopp Anna Aleksandra Koj Paul Shotton, PhD Aaron McLoughlin Andras Baneth Wouter Lox Claudia Breure Pieter Walraven Carmen Muñoz Jodar Irene Matías Campano Jorge Espinosa de Los Monteros Romero Kelly Langley Mickey Langley Tom Banks Laila Pinheiro Martina Petkova Tereza Dordia Katarína Gatialová Katarina Molin
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The Internal Side of Public Affairs (7) Measuring Public Affairs Success: Key Metrics and Limitations As Public Affairs professionals, demonstrating the impact of our work is essential for guiding strategic decision-making and showcasing value to our organisations. It is what we strive to deliver after all – success. But how do we accurately measure and communicate success, and what are the limitations we need to consider? A useful framework to start is to think of the separation between the ‘WHAT’ (the outcome we are working towards) and the ‘HOW’ (our tactics). From there these are the most solid (and common) metrics for measuring (the WHAT) in Public Affairs success: 👍 Did you meet your objectives and KPIs – clearly depends on how well the objectives are written 👍 Internal Stakeholder satisfaction (survey) – very useful to gauge your internal support / understanding / expectations 👍 Legislative Wins / Losses – a relatively easy top line tracker of what you managed to achieve 👍 Costs reduced / avoided ($) – useful mostly for Corporates (with some caveats) 👍 Revenue generated ($) – (very) useful mostly for Corporates (with some caveats) 👍 Media Coverage and Sentiment Analysis – depends on a good baseline and follow-up 👍 External Stakeholder Satisfaction / Views (surveys) – again needs a baseline 👍 General Public Perception / Attitude (surveys) - again needs a baseline 👍 Return on Investment calculation ($) – a very powerful measurement (Corporates again) And here are some of the limitations: 🚫 Attribution Challenges – who actually achieved what 🚫 Long-Term Impact – some changes take time to materialise so how do you message/manage this 🚫 Qualitative vs. Quantitative Measures – data is needed but so too are anecdotes and stories 🚫 External Factors – Public Affairs work can be impacted (blindsided) by any number of developments. You can get the HOW right but not get the WHAT (more on this in another post) 🚫 Subjectivity – Some of the metrics above (perception / sentiment) can be very subjective 🚫 Not one size fits all – Some metrics are better for Corporates and others for Trade Associations and others for NGOs. And everything needs to work for/in your organisation This is a critical discussion for Public Affairs. We simply need to be much better at defining and articulating what success looks like and then measuring if we achieved it or not. I believe we can develop a framework to do this. Let us know your thoughts in the comments or DM me to have a (therapeutic) chat. 🚀 #PublicAffairs #TeamDynamics #InternalSupport #CommunicationExcellence #AdvocacyStrategy #GovernmentRelations #Measurement #Strategy Liora Kern Pär Nygårds Dr. Per-Erik Wolff Dr. Stephen Massey Dimitris Vartholomaios Anders Kopp Paul Shotton Aaron McLoughlin Andras Baneth Laura Shields Wouter Lox Claudia Breure Pieter Walraven Carmen Muñoz Jodar Irene Matías Campano Andreas Yannopoulos Marco Baldoli
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This peer-to-peer discussion highlighted best practices and strategies for overcoming the unique challenges we face in our field. These discussions provided invaluable insights and practical advice. #PublicAffairs #AdvocacyStrategy #Advocacy #GovernmentAffairs
PUBLIC AFFAIRS LEADER - Building & Executing Best in Class Strategies / Thought Leadership / Teaching
🌐 The Internal Side of Public Affairs: Exclusive Online Discussion 2 🌐 Yesterday we had our second ‘Internal Side of Public Affairs Exclusive Online Discussion’. We were joined by around 20 Public Affairs professionals from all sectors, several different countries and with varying levels of experience. It has the makings of a strong community of Public Affairs professionals who all share the common desire to get better at managing the internal challenges in their work. So, some take-aways from the discussion; ✅ The place of Public Affairs in an organization – and how to best work with this - The critical factor here is how to show value - You need to determine what ‘value’ is for all of your key internal stakeholders - You need to take those stakeholders on the value journey – and deliver the value for them - To do this you should build an internal Public Affairs strategy….stakeholder mapping / key messages / value articulation / reporting on progress - In parallel to this journey you should involve these key stakeholders in your world – invite them to your workshops / strategy sessions and take them out in the real world with your teams - You need to carefully consider how to communicate to this group of key stakeholders (not too much and the key balance of what they need to see value coming to life) - Any articulation of value is likely going to be premised on the ability to speak the language of your business (P&L and more) ✅ How to work with adjacent functions - This is all about how you go about your work – and you need to work with many functions - This can be different depending on whether you are in the central or local teams - You need to identify overlaps and openly discuss them as there will be overlaps - There are opportunities here as Public Affairs is such a horizontal function I hope I have done justice to what people said. If not (or if I missed something critical) please shout in the comments below! As you can see this time we managed to really get into the two issues and the above does not fully do justice to what was discussed. If you want to know more just drop me a line. Otherwise look out of the next event in the series that will take place in June – and also for an ‘Internal Side of Public Affairs Barometer’ that I will be launching in about 10 days – to help us really take the pulse of the profession. The more we can do to understand, discuss and share ideas around the challenges of building Public Affairs visibility and recognition in our organizations the better. #publicaffairs #AdvocacyStrategy #Advocacy #GovernmentAffairs Anders Kopp Anna Aleksandra Koj Wouter Lox Felix Meyer-Horn Tom Banks Raphaël LETOURMY-GIRAULT Jessica Feil Laila Pinheiro Michel Ehrlich Jenna Paladino Jimmy Bastings Jorge Espinosa de Los Monteros Romero Sonila Metushi Dimitris Vartholomaios Dominic Byrne Aurica Pripa Pär Nygårds Samuel Maubanc
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🌐 The Internal Side of Public Affairs: Exclusive Online Discussion 2 🌐 Yesterday we had our second ‘Internal Side of Public Affairs Exclusive Online Discussion’. We were joined by around 20 Public Affairs professionals from all sectors, several different countries and with varying levels of experience. It has the makings of a strong community of Public Affairs professionals who all share the common desire to get better at managing the internal challenges in their work. So, some take-aways from the discussion; ✅ The place of Public Affairs in an organization – and how to best work with this - The critical factor here is how to show value - You need to determine what ‘value’ is for all of your key internal stakeholders - You need to take those stakeholders on the value journey – and deliver the value for them - To do this you should build an internal Public Affairs strategy….stakeholder mapping / key messages / value articulation / reporting on progress - In parallel to this journey you should involve these key stakeholders in your world – invite them to your workshops / strategy sessions and take them out in the real world with your teams - You need to carefully consider how to communicate to this group of key stakeholders (not too much and the key balance of what they need to see value coming to life) - Any articulation of value is likely going to be premised on the ability to speak the language of your business (P&L and more) ✅ How to work with adjacent functions - This is all about how you go about your work – and you need to work with many functions - This can be different depending on whether you are in the central or local teams - You need to identify overlaps and openly discuss them as there will be overlaps - There are opportunities here as Public Affairs is such a horizontal function I hope I have done justice to what people said. If not (or if I missed something critical) please shout in the comments below! As you can see this time we managed to really get into the two issues and the above does not fully do justice to what was discussed. If you want to know more just drop me a line. Otherwise look out of the next event in the series that will take place in June – and also for an ‘Internal Side of Public Affairs Barometer’ that I will be launching in about 10 days – to help us really take the pulse of the profession. The more we can do to understand, discuss and share ideas around the challenges of building Public Affairs visibility and recognition in our organizations the better. #publicaffairs #AdvocacyStrategy #Advocacy #GovernmentAffairs Anders Kopp Anna Aleksandra Koj Wouter Lox Felix Meyer-Horn Tom Banks Raphaël LETOURMY-GIRAULT Jessica Feil Laila Pinheiro Michel Ehrlich Jenna Paladino Jimmy Bastings Jorge Espinosa de Los Monteros Romero Sonila Metushi Dimitris Vartholomaios Dominic Byrne Aurica Pripa Pär Nygårds Samuel Maubanc
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New chapter, from "zero to one"... This week I have launched my new venture at www.anderskopp.com - a Public Affairs Management Consultancy. But instead of lining up all the interesting things I plan to do - which you can read for yourself on the website - I would rather provide a bit of context about the challenges in Public Affairs right now - and why there is a need for new approaches to Public Affairs. My take is this: There is an unhealthy, anachronistic "network tunnel vision" in Public Affairs. Network has by many been seen as the most important currency for success in Public Affairs. But after interviewing more than 500 PA pros across Europe, I don't think that this is true - at least not any more. An understanding of success in Public Affairs dependent on only one factor reduces Public Affairs to a matter of coincidence, or pure luck. Activating your network is rather a byproduct of a well-oiled Public Affairs effort that has included many, many other steps. Today, what is more required is an understanding of how organisations work, which processes are in place and what motivates stakeholders - internal & external - to work together (incentives). And why is that? Because of two new forces - one external, one internal. One is similar to what researcher and historian Anton Jäger calls Hyperpolitics, a situation in which everything can become political. Movements spreading overnight like a wildfire taking over the entire media landscape and then they are gone again next year. There is a constant search to be "anti-something". This new normal demands that corporations navigate these territories. And Public Affairs just has to be ready for this new normal – or be obliviated by it if it happens to come across the path of the company. So it calls for a lot of preparation, coordination and proactiveness. At the same time, another internal force is at hand. These ever changing environments require new organizational processes that enable them to adjust to what is happening on the outside. The term “dynaxity” is sometimes a good term used to describe a global tendency towards more complexity and dynamics and how organizations are forced to design an organizational structure that can handle changing environments + also how actors inside act and communicate. Public Affairs need to balance these new forces. But after hundreds of interviews with PA pros it has become clear to me, that too few focus on the internal factors, and understand how they actually shape what is possible externally. And this is why I want to work with Public Affairs Management. If this development is something that is also of interest to you, then feel free to reach out. I will continue to share thoughts around this here on LI & on www.anderskopp.com #publicaffairs #creatingapaculture
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https://lnkd.in/gNwttXFC At Affinity Public Affairs, we understand how crucial it is for companies to approach the role of public affairs in a comprehensive manner. By integrating public affairs into overall corporate strategy, a company or organization can more effectively shape public perception, influence policy decisions, and build relationships with key stakeholders. If your company or organization is looking for public affairs support, whether that entails government affairs, communications strategy, navigating the complexities of ESG tracking and reporting, or simply message development, please reach out to me through LinkedIn or at [email protected] and let's discuss how Affinity Public Affairs may be able to assist. #AffinityPublicAffairs #strategicpublicaffairs #governmentaffairs #strategiccommunications #ESGleadership
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Most organizations have Public Affairs roles ....But most have positioned their Public Affairs Teams for failure. Want to know how to build a successful lobby Machine? Here is my take 👇 1️⃣ Define Your Lobbying Team: Lobbying should be a cooperation between three roles; a C-Level member, the Lobbyist, and an expert. C-Level members provides political clout, the Lobbyist oversees the process and is something of a field-commander, and the expert adds substance and expertise to the lobby. I call this the holy trinity effective lobbying. 2️⃣ Roles Beyond Core Group: Consider additional supporting roles like a media spokesperson, ideally merged with the Chief Lobbyist, and a junior lobbyist or intern for capacity support and execution of errands. Management should not be part of this exeution-group, instead they should be briefed regularly so that they can help handle internal affairs, like allocating resources and communication. 3️⃣ Start with a Plan: A Public Affairs Plan is the foundation of any lobbying effort. Define key asks, analyze the political and policy arena, identify decision-makers and stakeholders, plan actions for the next half-year, and articulate roles and structures. If you don't have a timeline with action, your lobby is a hobby, not a serious effort. 4️⃣ Rules of Engagement: Establish clear rules to keep the lobby machine self-propelled. Like agreeing to give read outs of meetings with MEP' and politicians. But also how the Principal is prepared and discussing who talks to whom? Regular Public Affairs agenda points in weekly meetings keep the team informed. But also don't have too many meetings, as too many of them shift the focus on internal affairs where victory is outside, not inside the organisation. 5️⃣ Monitoring, Strategic Foresight and Internal Communications Dedicate substantial time to strategic foresight, planning actions for the coming months. While I hate having too many internal meetings, I have the feeling I can't spend enough time on monitoring and strategic insight. Regularly inform the wider organization about lobbying activities through newsletters or blogs. So I hope you have an organisation that has a plan, allows you to go outside and helps you by allocating enough resources to lobbying? What am I missing? Drop me your thought 👇
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The Importance of Public Affairs for #Businesses! As the business landscape becomes more complex, the value of excellent public affairs initiatives cannot be underestimated. Public affairs services help businesses navigate the complex web of government regulations, community interactions, and stakeholder management. Building and maintaining good relationships with key decision-makers, regulators, and influencers is central to public affairs. By proactively connecting with these stakeholders, firms can: Public affairs experts closely watch the legislative and regulatory landscape, allowing businesses to anticipate and prepare for developments that may affect their operations. This allows them to take a proactive approach rather than a reactive response to new laws and standards. Strategic lobbying and stakeholder involvement can help public affairs teams shape the rules and regulations that impact their sector. This gives compaines a voice in policymaking and ensures that their interests are represented. Building trust and goodwill in the communities where a company operates is a key component of effective public affairs. Companies that engage with local stakeholders can better understand and handle neighbourhood concerns, establishing themselves as responsible corporate citizens. When unforeseen events or issues occur, public relations specialists play an important role in controlling the company's reaction and reputation. They can assist in developing message, communicating with the media, and coordinating with necessary authorities to safeguard the company's interests. In today's fast changing business world, having a strong public affairs strategy is no longer a luxury, but a requirement for organisations looking to thrive and preserve a competitive advantage. Investing in public affairs services allows organisations to ensure that their opinions are heard, their interests are safeguarded, and their reputations are preserved. #Hegazy and Partners can help your organization navigate the complex landscape of #government #policies, #regulatory affairs and community outreach.
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Great that you raise this Alan Hardacre, PhD.. in my experience (as a headhunter and previously as a lobbyist ) it depends. Many of the C-level clients I have worked for fully appreciate the value of a top public affairs professional, often the challenge is then translating that through the company or organisation. The usual challenges materialise, difficult to make it relevant for the business, long-term focus of a public affairs strategy and challenge to measure the impact and results.. your approach is sound and this McKinsey & Company study from 2013 is still relevant.. https://lnkd.in/eUv3QJe5 😉
PUBLIC AFFAIRS LEADER - Building & Executing Best in Class Strategies / Thought Leadership / Teaching
The Internal Side of Public Affairs - The C-Suite does not ‘get’ Public Affairs In the world of Public Affairs, it's not uncommon to hear PA professionals say: "The C-Suite just doesn't get us." This is sadly far too often true. But rather than viewing this as a frustration and something to do with the C-Suite, we need to start seeing this as both a fundamental part of our job and a critical challenge to get right. Educating and aligning with the C-Suite on the importance and nuances of Public Affairs can pave the way for more effective collaboration and greater organizational success. How you navigate this challenge will be one of the biggest measures of your professional success. Here are some tips; Understand Their Perspective Before you can educate the C-Suite, you need to understand their perspective. C-Suite executives are often focused on high-level strategic goals, financial performance, and shareholder value. Public Affairs might seem tangential to these priorities. By understanding their language and priorities, you can frame Public Affairs in a way that aligns with their strategic objectives. Simply adopting their languages and metrics can help. Demonstrate Value with Data C-Suite leaders are driven by data and outcomes. Use metrics and case studies to demonstrate the tangible impact of Public Affairs. Highlight how effective Public Affairs strategies have mitigated risks, influenced policy favorable to the company, or enhanced the company’s reputation. Quantifiable results speak louder than abstract stories and anecdotes. Align with Business Goals Show how Public Affairs initiatives directly support the organization’s overarching goals. Whether it's market expansion, regulatory compliance, or brand reputation, draw clear lines connecting your work to the business's success. This alignment makes it easier for the C-Suite to see the relevance and importance of Public Affairs. No matter how you choose to approach this you need to own this conversation and process for Public Affairs. Also stay adaptable and be willing to pivot your strategies to align with shifting organizational goals. This flexibility demonstrates your commitment to the organization’s success and your ability to respond to new challenges effectively. The perceived gap between the C-Suite and Public Affairs is not an insurmountable barrier but a bridge waiting to be built. Share your thoughts and experiences in the comments below! 👇 #PublicAffairs #GlobalStrategy Pär Nygårds Dr. Per-Erik Wolff Dr. Stephen Massey Dimitris Vartholomaios Anders Kopp Anna Aleksandra Koj Paul Shotton, PhD Aaron McLoughlin Andras Baneth Wouter Lox Claudia Breure Pieter Walraven Carmen Muñoz Jodar Irene Matías Campano Jorge Espinosa de Los Monteros Romero Kelly Langley Mickey Langley Tom Banks Laila Pinheiro Martina Petkova Tereza Dordia Katarína Gatialová Katarina Molin
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Professional advisor and researcher supporting agencies and in-house teams across a range of management, corporate communications and public relations issues
2wThank you for your support and insight. This have been a lovely project and brilliant output 🙏