Public Affairs and Short-Term Commercials. The Internal Side of Public Affairs (24)

Alan Hardacre, PhD

Co-Founder Advocacy Academy, Advocacy Strategy

Short-term commercial thinking is an ever-present driver across almost all organisations. Month to month or even weekly thinking is common. Faced with investor and earnings pressures, rapid market changes, and a constant need to demonstrate immediate results, business leaders often prioritise quick commercial wins over longer-term strategy. While understandable from a short-term commercial perspective, this focus (and the way it is done) can have profound implications for Public Affairs teams and their ability to create sustainable impact – and also on how they can show value to an organisation.

Impacts on Public Affairs

- Reduced Credibility: PA teams struggle to build the long-term trust required for influence when interactions are reactive, transactional and last minute.

- Missed Opportunities: Opportunities to shape industry standards or guide policy discussions are often missed, limiting the organization’s potential to drive favorable outcomes.

- Reduced Influence: If your Public Affairs message is contradicted by short-term commercial initiatives this will have an immediate impact on your ability to influence.

- Budget Cuts: When an organization moves into cost optimization mode Public Affairs budgets (and sometimes Headcount) will come under pressure.

- Burnout & Attrition: Constant pressure for quick wins can lead to high turnover within PA teams.

So, how do you address Short-Term Commercial Thinking in Public Affairs

Here are a few strategies to manage this:

- Set Balanced Objectives: Develop short-term goals for immediate priorities and longer-term KPIs tied to sustainable outcomes. At least leave space (and budget) for the inevitable short-term requests.

- Stakeholder Education: Invest time in educating key stakeholders on the strategic role of PA and the costs and benefits of a longer-term approach.

- Regularly Revisit Strategy: Align PA objectives with evolving organisational goals and industry shifts, showcasing how long-term PA efforts can address both current and future challenges.

- Build Quick-Win Proof Points: Identify and deliver on a few strategic quick wins that demonstrate PA’s immediate value, balancing these with initiatives aimed at long-term impact.

Adopting these strategies can help you bridge the gap between short-term pressures and the long-term potential of a well-resourced, strategically aligned PA function.

Share your thoughts and experiences in the comments below!