How to maintain influence in France amid the current political crisis?

By Jason Descamps, CEO & Managing Director Global Practice, Roxane Fournier, Managing Director Mavence France, and Emmanuelle Legrand, Deputy Managing Director Mavence France

How to maintain influence in France amid the current political crisis?

During institutional crises – be they precipitated by government instability, regime crisis, or citizen distrust –  organizations including both businesses and associations must ask themselves whether it is appropriate to continue their influence strategies targeting public authorities and, if so, how to proceed in a context where many of their interlocutors may soon be replaced.

While these questions are entirely legitimate, it would nevertheless be a mistake to think that this is the wrong time to act, or that everything previously accomplished has been lost. Influence work remains not only valid but also essential, provided it adapts to the specific circumstances of the moment and reflects underlying political uncertainty, institutional complexity, or social tensions.

1. Do not be paralyzed by the crisis: Stability exists within instability

Contrary to appearances, political instability does not necessarily mean deep change. As shown by the composition of the last four French governments, the “core group” of government officials (ministers, advisors, etc.) remains in place, or returns quickly. This makes it possible to maintain continuity in influence efforts by addressing known contacts – even when they change roles or portfolios. It is always easier to resume dialogue when there is an established “history” to rely on.

This “core group” also allows newly appointed political figures to not have to start from scratch, but to instead continue in the same vein as their predecessors – provided they belong to the same political camp. In the case of France, this can mean forming a part of the Presidential majority, or simply being allied to a particular group.

Immediate context: The upcoming budget debate will be particularly sensitive and could entail numerous twists and turns. It is therefore important to stay alert, be ready to adjust strategy as the context evolves, focus advocacy on key and essential demands to avoid “diluting” the message, and maximize the chances of being heard.

2. Engage with the right political amplifiers: Parliamentarians seeking visibility, whether in the majority or not

Parliamentarians want to appear indispensable, and this is particularly true during times of political turmoil – either in anticipation of defending their record ahead of a new dissolution and possible elections, or to burnish their credibility and visibility as “minister material” in the eyes of the Lecornu II Government, which seeks to rely on civil society and young parliamentarians in particular.

This is just as true for majority parliamentarians as it is for those in the opposition: if the balance of power swings, either through resignation or the ballot box, today’s MPs could be tomorrow’s ministers. Their opportunities are therefore dependent on showcasing their expertise and their history of delivery, and they will always be on the lookout for chances to be visible.

By providing them with substantive content, concrete, data-driven, and realistic proposals, one gives them materials and opportunities to highlight their work. This is the basis of a useful symbiosis, and builds relationships for both the present and the future.

3. Position yourself as a technical, credible, and cross-partisan actor

In an uncertain context, it is necessary to present policymakers with some quick wins to help cut through the noise: solutions that are technical, realistic, and ideally ready-to-implement.

Their political time horizon is short, so this also ensures the continuity of proposals in case of a majority change, be it precipitated by resignation, dissolution, or some other upheaval.

In this regard, technical arguments outweigh ideological ones. By positioning itself as an expert interlocutor, an organization increases its chances of being heard, regardless of who governs in the short or medium term.

As a key part of solutions to major issues as well as short-term successes, economic players and their representatives within trade associations must be even more involved in the public and political debate when the stakes are as they are today. Their sectoral expertise, on-the-ground perspective, and concrete proposals make them indispensable.

4. Strengthen relationships with the civil service — a pillar of continuity and implementation

Too often overlooked, the central administration (beyond the Ministry of Finance) is a key cog in the machinery of public policy. It translates ideas into concrete measures, tests them, refines them, and implements them.

Dialogue with technical administrations should therefore be resumed or strengthened, in a constructive spirit of partnership: driven through exchanges, idea testing, feasibility simulations, and other collaborative initiatives.

5. Invest in local and regional levels — Even beyond local issues

Local authorities (mayors, regional councils, decentralized administrations, etc.) remain relatively untouched by national partisan upheavals.

The municipal elections in March will have a de facto impact on upcoming senatorial elections, and therefore on the composition of the upper chamber. It is necessary to keep an eye on post-municipal election trends, even if elections at this level are usually seen as less directly linked to national partisan developments. Regardless of how the mood swings on a macro level, one must not forget that a national elected official always comes from a local base, one where they have greater relative influence and from which they secured their mandate as a representative.Strengthening local lobbying is also a way to have an impact nationally through their voices.

6. Do not neglect the European level: A pillar of stability in an uncertain landscape

While the composition of the European Parliament is subject to many of the same moods and trends that drive the national electorate, the European Commission and the broader ‘machinery’ of the EU institutions provide a degree of continuity, and a broader bureaucratic momentum not unlike that which can be found in each Member State. Maintaining a connection with Brussels allows organizations to influence regulations, access funding, and act in parallel with national-level efforts. As such, the European level serves as a long-term lever of influence – especially when the French scene is gridlocked.

7. Reinforce the image of being a “solution provider”: Expertise, credibility, and controlled communication

In times of crisis, organizations must assert their role as pillars of stability by producing analyses, concrete solutions, and demonstrating their real impact in the field.

Beyond traditional government affairs, it is also necessary to diversify communication channels to reach public opinion — through media, social networks, think tanks, and professional organizations.

Context: Today, “civil society” is the only social group capable of putting real pressure on political decision-makers seeking to win its favor. This is an opportunity to make one’s voice heard among political leaders – whoever they may be.

Conclusion

Even amid political crisis, influence does not disappear – it simply deploys itself differently.
It is in times of uncertainty that stable, expert, and constructive voices gain their full value.