Many organisations see dealing with politicians and policy issues as a distraction. They do not see their relevance and consider any time and resources allocated as a waste. But what can change their minds? What are the key drivers that make political engagement a solution rather than a problem?
At a time when certain sectors – chiefly energy and financial services – continue to be in the political firing line, they consider that by raising their profile, they risk becoming a target. Many would rather keep out of politics.
This way of thinking fails to recognise the potential benefits of engagement. It appears though, particularly at this time of serious policy development in advance of a General Election, that many are thinking that way. The manifesto process is viewed as something to avoid rather than embrace.
This type of attitude misses how policy develops over time. It is not a one-off event but a process that takes place over time. It also means that if threats do come to the fore that it is more difficult to then try to exert an influence. Some sectors are already coming into the future firing line – there seems to be, for instance, an ever greater emphasis on public health. Non-engagement risks organisations being on the back foot and having to react to announcements rather than helping to shape deliverable policies.
BUT WHAT ARE SOME OF THE REASONS WHY ORGANISATIONS PICK UP ENGAGEMENT?
THE UNEXPECTED SURPRISE
Suddenly learning of a policy initiative that has a direct impact on operations makes organisations sit up and take notice. This can be through an announcement in Parliament, in a speech or through the media. This is one of the reasons why monitoring these outlets is of direct operational importance.
POLITICAL COMMENT
Politicians have a habit of picking up on issues and ‘naming and shaming’ organisations. There is a danger of ill-informed comment if engagement has not taken place. When it does happen then often the damage has been done. It is difficult for any politician or organisation to backtrack once they have said something in public so the engagement challenge becomes that much harder.
CRISIS COMMUNICATIONS
Too often when a crisis occurs the emphasis is place on the media and not the reaction of other stakeholders, particularly political ones. In the event of a problem, it is always advisable that these audiences know and understand what you do. In the event of a crisis then an adverse comment or following policy announcement can have massive implications.
NEED TO FOLLOW-UP AN OPPORTUNITY
All organisations sometimes need help to deliver on potential opportunities. These could be as wide-ranging as attracting investment, bidding for contracts, understanding the policy-making process, or unblocking a policy channel. A local constituency MP is always a good place to start. But you only realise that you don’t have any friends when you need one.
PERSONAL MOTIVATION
Some senior executives like politics and being involved in politics. A change in senior management teams can witness a transformation in the way that political engagement is treated.
It is always the case that some organisations will be more politically active than others and just because some start from a low base does not mean that will always remain the case.
Organisations should always be prepared for engagement. You never know when it might be needed.