Public Affairs <ul><li>Embraces … </li></ul><ul><li>Corporate public policy </li></ul><ul><li>Issue management </li></ul><...
Public Affairs Management:  Relationships Strategic Management Process Corporate Public Policy Issues Management Crisis Ma...
Evolution of the Corporate  Public Affairs Function <ul><li>The growing magnitude and impact of government </li></ul><ul><...
Public Affairs Activities
Public Affairs Activities Activities that “buffer” the organization from the social and political environment Buffering Br...
Competencies for International Public Affairs Development of intercultural competence Knowing the impact of societal facto...
New Public Affairs Organization <ul><li>Manages public affairs as an ongoing process, both internally and externally </li>...
Qualities for Successful PA Management <ul><li>Established communication expertise </li></ul><ul><li>Global perspective </...
Business Exposure and  External Affairs Design Social Environment External Affairs Design:  Breadth, Depth, Influence and ...
Issues Management Conventional Approach  <ul><li>Issues fall within the domain of public policy or public affairs manageme...
Issues Management Strategic Management Approach  <ul><li>Issues management is typically the responsibility of senior line ...
Strategic Issue Management Chapter 5-
Issues Definition Issue A matter that is in dispute between  parties.  The dispute evokes debate,  controversy, or differe...
Issues Definition Characteristics of an Emerging Issue  <ul><li>Terms of the debate are not clearly defined </li></ul><ul>...
Issues Management Process <ul><li>Issues can be identified earlier, more completely, and more reliably </li></ul><ul><li>E...
Model of Issues Management Process Identification of Issues Analysis of Issues Prioritization of Issues Formulation of Iss...
Identification of Issues Scan the environment Identify emerging issues and trends
Identification of Issues
<ul><li>Which  stakeholders are affected by the issue? </li></ul><ul><li>Who  has an interest in the issue? </li></ul><ul>...
Ranking of Issues Xerox Approach  <ul><li>High priority </li></ul><ul><li>Nice to know </li></ul><ul><li>Questionable </li...
Formulation and Implementation  of Responses Formulation The response design process Implementation The action design proc...
Issues Management in Practice Benefits of Issues Management Processes <ul><li>Companies … </li></ul><ul><ul><li>develop be...
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Public Affairs Embraces. Corporate public policy

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Public Affairs Embraces. Corporate public policy

  1. 1. Public Affairs <ul><li>Embraces … </li></ul><ul><li>Corporate public policy </li></ul><ul><li>Issue management </li></ul><ul><li>Crisis management </li></ul><ul><li>Governmental relations </li></ul><ul><li>Corporate communications </li></ul>Public Affairs The management process that focuses on the formalization and institutionalization of corporate public policy.
  2. 2. Public Affairs Management: Relationships Strategic Management Process Corporate Public Policy Issues Management Crisis Management Public Affairs Management Part of which is Enterprise-Level Management Environmental Analysis
  3. 3. Evolution of the Corporate Public Affairs Function <ul><li>The growing magnitude and impact of government </li></ul><ul><li>The changing nature of the political system </li></ul><ul><li>A recognition by business that it was being outflanked by counter-interests </li></ul><ul><li>An expanding recognition that business should be more politically active </li></ul>http://www.pac.org @
  4. 4. Public Affairs Activities
  5. 5. Public Affairs Activities Activities that “buffer” the organization from the social and political environment Buffering Bridging Activities that ‘bridge” the organization with the social and political environment
  6. 6. Competencies for International Public Affairs Development of intercultural competence Knowing the impact of societal factors on public affairs Understanding local public policy institutions and processes Nation state-specific applications of PA functions Language skills Understanding global business ethics Managing international consultants, alliances, and issue partners
  7. 7. New Public Affairs Organization <ul><li>Manages public affairs as an ongoing process, both internally and externally </li></ul><ul><li>Cultivates and harvests the capability to build, develop, and maintain stakeholder relationships </li></ul><ul><li>Recognizes the importance of managing the grassroots </li></ul><ul><li>Communicates in an integrated manner </li></ul><ul><li>Aligns the organization’s values and strategies with the public’s interests on a continuous basis </li></ul><ul><li>Focuses both systematically and proactively on helping the organization to compete </li></ul>
  8. 8. Qualities for Successful PA Management <ul><li>Established communication expertise </li></ul><ul><li>Global perspective </li></ul><ul><li>Integrity, credibility, and trust </li></ul><ul><li>Management skills and experience </li></ul><ul><li>Political and public policy insights </li></ul><ul><li>Strategic thinking </li></ul>
  9. 9. Business Exposure and External Affairs Design Social Environment External Affairs Design: Breadth, Depth, Influence and Integration Consumer Products Company Industrial Products Company
  10. 10. Issues Management Conventional Approach <ul><li>Issues fall within the domain of public policy or public affairs management. </li></ul><ul><li>Issues typically have a public policy/public affairs orientation or flavor. </li></ul><ul><li>An issue is any trend, event, controversy, or public development that might affect the corporation. </li></ul><ul><li>Issues originate in social/political/ regulatory/ judicial environments. </li></ul>
  11. 11. Issues Management Strategic Management Approach <ul><li>Issues management is typically the responsibility of senior line management or strategic management staff. </li></ul><ul><li>Issues identification is more important than it is in the conventional approach. </li></ul><ul><li>Issues management is seen as an approach to the management of external/internal challenges to company strategies, plans, and assumptions. </li></ul>
  12. 12. Strategic Issue Management Chapter 5-
  13. 13. Issues Definition Issue A matter that is in dispute between parties. The dispute evokes debate, controversy, or differences of opinion.
  14. 14. Issues Definition Characteristics of an Emerging Issue <ul><li>Terms of the debate are not clearly defined </li></ul><ul><li>Issue deals with matters of conflicting values and interest </li></ul><ul><li>Automatic resolution is not available </li></ul><ul><li>Issue is often stated in value-laden terms </li></ul><ul><li>Trade-offs are inherent </li></ul>
  15. 15. Issues Management Process <ul><li>Issues can be identified earlier, more completely, and more reliably </li></ul><ul><li>Early anticipation widens the range of options </li></ul><ul><li>Early anticipation permits study and understanding of the issues </li></ul><ul><li>Early anticipation permits a positive orientation towards the issues </li></ul><ul><li>Early anticipation allows for better identification of the stakeholders </li></ul><ul><li>Early identification provides the opportunity for the organization to supply information about the issue earlier </li></ul>Basic Assumptions
  16. 16. Model of Issues Management Process Identification of Issues Analysis of Issues Prioritization of Issues Formulation of Issue Responses Implementation of Issue Responses Evaluation, Monitoring, and Control of Results
  17. 17. Identification of Issues Scan the environment Identify emerging issues and trends
  18. 18. Identification of Issues
  19. 19. <ul><li>Which stakeholders are affected by the issue? </li></ul><ul><li>Who has an interest in the issue? </li></ul><ul><li>Who is in a position to exert influence? </li></ul><ul><li>Who has expressed opinions on the issue? </li></ul><ul><li>Who ought to care about the issue? </li></ul><ul><li>Who started the ball rolling? (Historical view) </li></ul><ul><li>Who is now involved? (Present view) </li></ul><ul><li>Who will get involved? (Future view ) </li></ul>Analysis of Issues
  20. 20. Ranking of Issues Xerox Approach <ul><li>High priority </li></ul><ul><li>Nice to know </li></ul><ul><li>Questionable </li></ul>PPG Approach <ul><li>Priority A </li></ul><ul><li>Priority B </li></ul><ul><li>Priority C </li></ul>Probability-Impact Matrix High Medium Low High Medium Low Probability of Occurrence Impact on Company
  21. 21. Formulation and Implementation of Responses Formulation The response design process Implementation The action design process <ul><ul><li>Plan clarity </li></ul></ul><ul><ul><li>Resources needed </li></ul></ul><ul><ul><li>Top management support </li></ul></ul><ul><ul><li>Organizational structure </li></ul></ul><ul><ul><li>Technical competence </li></ul></ul><ul><ul><li>Timing </li></ul></ul>
  22. 22. Issues Management in Practice Benefits of Issues Management Processes <ul><li>Companies … </li></ul><ul><ul><li>develop better overall reputations </li></ul></ul><ul><ul><li>develop better issue-specific reputations </li></ul></ul><ul><ul><li>perform better financially </li></ul></ul><ul><li>Provides a bridge to crisis management </li></ul>

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