As any good leader knows, having a clear vision and a well-defined strategy are essential to long-term success. What is harder to know, however, is whether and when that strategy needs to be revised. For many working in Europe, the end of the summer break offers a compelling moment to take a critical look at government relations planning. In addition to what are hopefully fresh eyes, there are often important formative moments in the calendar politically – like recent elections, the start of new legislative terms, and the momentum of the rentrée season (the length of which is itself a source of some debate among those in the field) – as well as operationally. Budget discussions and resource planning are often just a few short months away, and heading into those discussions with clear ideas and clear priorities of what needs doing and how is an important advantage.
These are just a few of the factors or considerations that might prompt a strategic review, and in practice, there are many triggers and circumstances to consider, and which may encourage (re)assessment. There are some cases, however, where a thorough review and re-evaluation is not just beneficial, but essential for ensuring that your Government Relations (GR) function continues to deliver value and drive success. In each of these cases, there are critical considerations to bear in mind to ensure they achieve the desired aims, and deliver a strategy that is fit for purpose.
Use Cases for Assessing Your Government Relations Function
1. New Leader Appointment
Mavence has recruited their fair share of senior positions on behalf of clients, and something we have seen that holds true across sectors and organisations is that even the most exceptionally qualified talent can struggle without a proper onboarding. For incoming leaders especially, there are things they need to know about the team, structures, projects and processes they inherit. Access to practical insights and well-sourced datapoints can make the different between “growing pains” and hitting the ground running – and inform how quickly upon taking the helm a new GR lead can pivot from onboarding themselves and evaluating the tools and resources available, to identifying how to best improve collaboration within and across teams and departments, and define a strategy that addresses the goals they were brought in to achieve. It is a central reason why we connect regularly with newly placed leaders for the first 6 months of their appointment, and why Mavence Advisory offers support in providing comprehensive and objective insights designed to not only accelerate the onboarding process, but to kick-start the process of internal audit, team composition and capability assessment, and team-building around the new leader’s (re)defined strategy.
2. Functional Audit & Evaluation
As both practitioners and advisors, a subject that we have long been curious about is the question of visibility and understanding around public affairs and government relations functions. Especially when considered from the perspective of those outside the field, we know first-hand that difficulties in communicating internally and generating buy-in among peers and leaders that work on different timescales and on different classes of business challenges can be a point of particular concern, a feeling which we explored deeply in a 2020 study among GR leaders across diverse backgrounds. The reality is that the GR department doesn’t operate in isolation, and its success depends on effective collaboration with other departments like the communications, legal, operations, tax, corporate strategy teams. A review of internal communication and coordination processes can uncover opportunities to streamline efforts and improve outcomes, taking into account the different frames of reference of different functions and department heads. Visibility and buy-in – be it for the strategic priorities, resourcing, or contribution of the function itself – is vital for long term success, and whether it is a change in people or a change in market conditions, sometimes GR leaders can be met with challenges from other sides of their organisation, when objectives and outcomes feel far-removed.
Similarly, the appointment of a new CEO or regional business leader may create a need to showcase the work that is being done by the team and perhaps even the direction chosen under the previous leadership. A performance audit can help demonstrate how well the strategy supports the organisation’s objectives, how resources are being utilised, and whether the team is positioned to deliver maximum impact – and also offers an excellent opportunity to build upon existing work and revise (or redesign) the strategic architecture that was already in place, injecting fresh ideas and encouraging fresh buy-in.
3. Reorganisations
Organic or inorganic growth, downsizing or divesting; reasons for reorganisations can be plenty but the imperative for thorough change management stays the same. For example, when companies merge or acquire others, they often inherit multiple GR and Public Affairs (PA) teams across different countries or regions, with different strategies, structures, and processes. In these situations, it is crucial to assess the different cultures, talent and structures to create a unified, high-performing group. Providing a unified strategy – along with a vision that is commonly understood across the board – is a vital pillar to ensuring that the reorganisation becomes a force for positive impact, and that the result is greater than the sum of its parts. To help in reassessing and redefining a common strategic understanding, a goal that we often prioritise with senior leadership is ensuring full alignment within the GR team and with internal stakeholders, laying the groundwork for comprehensive and inclusive strategic definition, and in turn ensuring that everyone is on the same page and ready to move forward together in the new venture when the results are revealed.
Getting Results to Get Results
Conducting a performance audit or strategic assessment of your GR function offers multiple benefits. It ensures that your team is aligned, that resources are used efficiently, and that your strategy is robust enough to navigate the complexities of today’s political landscape. A strong GR function not only maximises value and anticipates risks but also plays a crucial role in protecting your organisation’s licence to operate, your brand, and reputation.
At Mavence Advisory, we specialise in empowering organisations to build stronger GR functions. Our services and tools are designed to help you conduct these vital assessments, ensuring that your GR strategy is both proactive and aligned with your overall business objectives. By investing in an assessment today, you can gain a competitive edge, drive better business results, and position your organisation for long-term success.
Claudia Breure is Managing Director of Mavence Advisory
