What 49 Posts Have Taught Me — and What Comes Next. The Internal Side of Public Affairs (50)Milestone Reflections.

Alan Hardacre, PhD

Co-Founder Advocacy Academy, Advocacy Strategy

When I wrote the first posts in this series, I didn’t anticipate getting to 50 so soon. I simply wanted to open a conversation — about the often-overlooked internal side of Public Affairs, and what it takes for our function to truly thrive within the organisations we work for. 50 posts later, I can say this: the internal side of Public Affairs is not just a niche topic. It is the foundation of everything we aim to do externally. And judging by the engagement, comments, DMs, and real-world conversations this series has triggered — many of you face these challenges and are looking for solutions.

So, what have I learned from these 49 posts and the conversations they’ve sparked? Here are some of my key takeaways:

Visibility and Value Are EverythingPublic Affairs doesn’t succeed on the sidelines. Yet too often, we operate out of sight — and out of the strategic conversation. Many of my posts have explored how to raise internal visibility: aligning with commercial objectives, speaking the language of the business, and showing how policy risk is strategic business risk. The consistent message? Value must be seen to be believed. That means we need to own our narrative — and make it matter to those who lead the organisations we work for.

Metrics Matter — But Mindsets Matter MoreThe challenge of measuring Public Affairs has come up repeatedly. We’ve talked about KPIs, ROI, risk mitigation, value creation — and the very real struggle of translating long-term policy outcomes into short-term dashboards. But behind every metric is a mindset shift: one that embraces accountability, clarity, and a shared definition of success. We can’t control every external outcome — but we can control how we define, measure, and communicate our contribution.

Being Proactive Is the New BaselineReactive Public Affairs will always be part of the job — but it cannot be the whole job. We’ve explored how to build more proactive strategies, get ahead of issues, and lead change rather than chase it. Whether it’s developing internal plans, securing buy-in for forward-looking campaigns, or just showing the cost of doing nothing — proactive Public Affairs work is how we really shift perceptions and value creation narratives.

Leadership, Structure, and Reporting Lines Shape EverythingWe’ve dug deep into where Public Affairs sits in the org chart — and why it matters. From reporting to the CEO, to building dotted-line influence with GMs and strategy teams, to defining what an ideal PA function looks like — and it becomes clear: structure signals importance. Reporting lines are not just boxes on a chart; they are proxies for influence, access, and accountability.

A Global Network of Public Affairs ProfessionalsPerhaps the most inspiring part of this journey has been all the readers, comments, DMs, and peers who’ve shared your own stories, challenges, and insights. From private sector leaders to association professionals, from NGOs to consultancies — the diversity of views has made this far richer than a one-person series. I have had so many great conversations and learnt so much that I feel like a better Public Affairs professional for it. This is clearly a topic many of us care about and want to develop further — together.

Back to BasicsIf there’s one lesson that deserves constantly repeating, it’s this: we can never stop explaining who we are, what we do, and how we contribute. Public Affairs isn’t always intuitive to colleagues in finance, operations, or even senior leadership. It doesn’t sell a product, manage a factory, or obviously directly generate revenue (it can of course but we need to explain this…). What it does — manage external risk, protect license to operate, unlock policy opportunity, build reputation, and shape future-facing strategy — must be explained, contextualised, and repeated, again and again and again. That’s why going back to basics — refining our elevator pitch, defining our value proposition, and bringing clarity to our role — remains a permanent task, not a one-time exercise.

What’s next?

The next 50 posts will continue to explore the internal dynamics of Public Affairs. I have no set ideas for where the posts will go next, but I have already identified some themes I would like to explore;

• How we define and develop talent in Public Affairs

• What good measurement really looks like in practice

• The intersection between Public Affairs and business strategy

• How we work better with adjacent functions

• What roles are in a Public Affairs team or role profile

• What makes for truly excellent Public Affairs leadership

• How we structure and scale Public Affairs functions globally

• How do we work between global-regional-local Public Affairs

• What skills the next generation of Public Affairs professionals will need

I plan to continue the monthly Internal Side of Public Affairs webinars to get into some subjects in more detail. If you have not already done so check out the next one on the 9^th of October on Public Affairs Dashboards. I would like to host an in-person meeting in Brussels for those based here – to further build this community and allow for more peer-to-peer discussions. And last, but far from least, I hope to continue meeting and speaking to Public Affairs professionals around the world to discuss what their challenges are. If you want to check in just DM me as always.  

To everyone who’s read, commented, shared or simply reflected on any of the 49 posts so far: thank you. The discussion is only just beginning. Let’s keep raising the bar — and building the kind of Public Affairs profession we all want to be part of.