Mobilize the Home Front: External Success depends on Internal Success. The Internal Side of Public Affairs (34).

Alan Hardacre, PhD

Co-Founder Advocacy Academy, Advocacy Strategy

Public Affairs professionals spend much of their time looking outward—engaging policymakers, managing stakeholders, and shaping the external environment. But often, the biggest challenge isn’t in Brussels, Washington, or national capitals—it’s inside their own organization. The reality is that no Public Affairs strategy succeeds without internal alignment and support. And even worse a successful Public Affairs campaign can fall on deaf ears internally if you do not have the right internal understanding. You need clear (quantified) priorities, buy-in from leadership (champions), case studies, data-driven insights from across the business, internal impact assessments...and more. Let's focus on;

1.    Align on Priorities / Size of Prize—Don’t Just Chase Issues

Too often, Public Affairs teams are caught in a reactive cycle, responding to every regulatory risk or policy shift that lands on their desk. Without a clear framework for prioritization (and quantification), they risk spreading themselves too thin. A Public Affairs function that lacks prioritization will always struggle to demonstrate value.

2.    Make Public Affairs a Business Function, Not a Support Function

Many organizations see Public Affairs as a niche support role, rather than an integral part of corporate strategy. This must change.

·     Bring data into the conversation—link regulatory risks to financial impact.

·     Work cross-functionally—engage legal, finance, sales, and operations.

·     Educate internally—make sure key leaders understand what Public Affairs does and why it matters.

Public Affairs is not just about “government relations” or “crisis management”—it’s about risk mitigation, market access, and competitive positioning. 

3.    Secure Executive Champions & Support

Public Affairs doesn’t own policy engagement alone—senior executives, business unit leaders, and even technical experts play critical roles in influencing outcomes. But they need to be brought into the process strategically.

·     Make Public Affairs visible at the leadership level.

·     Provide clear, actionable asks—don’t just dump information.

·     Demonstrate the business impact of getting engagement right—or wrong.

C-suite backing can transform Public Affairs from a reactive function to a strategic asset.

Success in Public Affairs is about mobilizing the home front. How are you doing this to be effective?