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Strategic Issues Management.ppt


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  • 1. Strategic Issues Management Public Affairs Council
  • 2. What is an Issue?
    • In the short term, it is an external threat or opportunity beyond the discretionary authority of management.
    • In the long term, it is the gap between organizational actions and stakeholder expectations.
  • 3. What is Issues Management?
    • The process used to close the gap between organizational actions and stakeholder expectations.
    • The process used to help your organization conduct public affairs “on purpose” rather than “by accident.”
  • 4. 3 Rules for Issues Management
    • Follow a process.
      • Identify and analyze issues, set priorities, carry out plan and evaluate results.
    • Use an open architecture.
      • Build a model that permits input, ownership and evaluation by others.
    • Get leadership commitment.
      • It’s more important than process and design.
  • 5. Key Steps
    • Information Gathering
      • Take inventory of threats and opportunities related to your reputation or public policy.
      • Survey employees, customers, community leaders and other stakeholders.
      • Determine impact of these issues.
    • Setting Priorities
      • Score issues for importance and affectability.
      • Sort out high and low scores and decide where to focus your resources.
  • 6. How a Defense Firm Sets Priorities Affectability Importance Defense procurement rules Ethics issues/concerns Health care policy Pension laws Export controls Land use/environment OSHA regulations Defense appropriations Homeland Security appropriations High energy prices Local community recognition
  • 7. How a Chemical Firm Sets Priorities Affectability Importance Standards for air toxics New source review Trade policy Tax policy Superfund issues Chemical transportation Effluent guidelines High energy prices Government science policy Security legislation EPA’s solid waste rules
  • 8. Key Steps (continued)
    • Goals and Strategies
      • Define organizational objectives.
      • Create strategies
      • Develop cross-functional tactics.
    • Evaluation
      • Set up measurement and reporting system.
  • 9. One Size Does Not Fit All
    • Reputation Model
    • Public Policy Model
    • Integrated Model
  • 10. Reputation Model
    • Consumer Products Company
    • Different departments provide input on opportunities and threats to reputation.
    • Issues Management Council reviews input.
    • Public affairs staff produces and disseminates positions on major issues, as well as weekly briefing paper.
    • Issue managers assist in strategy development and corporate response.
  • 11. Public Policy Model
    • Energy Company
    • Focus is on public policy objectives.
    • Cross-business, cross-functional issue teams help achieve these objectives.
    • Business units fill out annual report cards.
    • External customers surveyed regularly.
  • 12. Integrated Model
    • Forest Products Company
    • Highly centralized public affairs department.
    • Teams tie business needs to issues affecting both reputation and public policy.
    • Defined roles for principal IM players:
      • Issue sponsors (senior management)
      • Issue process managers (Public Affairs staff)
      • Issue managers (executive from business units)
  • 13. Strategic Issues Management Public Affairs Council