Why Structure & Process are Strategic Assets. The Internal Side of Public Affairs

By Alan Hardacre, PhD

Co-Founder Advocacy Academy, Advocacy Strategy

When we talk about Public Affairs, the conversation almost always gravitates towards what is visible.

Meetings with policymakers.

External messaging.

Campaigns.

Moments of influence.

These are the parts of Public Affairs that are easiest to see, to describe, and to showcase. They are also the parts most often highlighted in case studies, conference panels, and award submissions. And this is great - we need to talk about these things.

But in my experience, the real difference between effective Public Affairs and busy Public Affairs is almost always decided somewhere else entirely. It is decided inside the organisation.

The Invisible Mechanics That Shape External Impact

Behind every successful Public Affairs outcome sits a set of internal mechanics that rarely receive the attention they deserve. Things like:

• how priorities are set and agreed

• how objectives link to strategy – and strategy to tactics

• how information is captured, managed, and shared internally

• how Public Affairs aligns with leadership, legal, policy, communications, and commercial teams

• how value and ROI are articulated and demonstrated internally

These are not glamorous topics. They do not easily translate into soundbites. But they shape everything that happens internally and externally. They are the foundations of success.

Where these mechanics are weak, Public Affairs becomes reactive and seen as a cost centre. Where processes are unclear, teams default to activity over impact.Where internal alignment is missing, credibility erodes – first internally, and then externally. I see this time and again.

In those environments, even well-connected, hard-working Public Affairs teams struggle to make sustained progress - especially internally in their organisation.

Structure Is Not Bureaucracy – It Is Strategic Infrastructure

One of the most common misconceptions I encounter is that structure, process, and internal discipline somehow constrain Public Affairs work. In reality, the opposite is true.

Clear internal structures free teams to focus on what matters.Agreed ways of working reduce friction and wasted effort.Strong internal alignment creates confidence – and confidence is a prerequisite for influence.

Without these foundations, Public Affairs risks becoming a collection of disconnected activities rather than a strategic function - which is exactly what it needs to be and act like.

The most effective Public Affairs teams I work with do not succeed because they are louder, more visible, or better connected than others. They succeed because they operate with clarity and discipline. They treat Public Affairs as a profession.

What Professional Public Affairs Looks Like Internally

Professionalisation in Public Affairs is not about adding layers or producing more documents. It is about clarity and consistency behind the scenes.

High-performing teams typically share three characteristics:

• Clear goalsThey know what success looks like, and they can articulate it in business-relevant terms.

• Agreed ways of workingFrom prioritisation and campaign planning to reporting and escalation, there is shared understanding of how things are done.

• A common definition (and templates) for “good”Not just externally, but internally: what good analysis looks like, what good engagement looks like, what good reporting looks like. And they iterate and improve all the time.

This internal professionalism builds trust with leadership and adjacent functions. It reduces misunderstandings. And it creates the confidence Public Affairs needs to operate credibly in complex, high-stakes environments.

Why the Internal Side of Public Affairs Deserves More Attention

Public Affairs sits at the intersection of politics, policy, reputation, and business strategy. That position brings enormous potential – but only if the function is internally equipped to manage it.

Too often, internal Public Affairs work is treated as secondary to “real” external engagement. In reality, it is the operating system that determines whether external engagement succeeds or fails. If we want Public Affairs to be taken seriously as a strategic function, we need to be just as serious about how it is run internally.

A Series on the Structure of Internal Public Affairs

Over the coming months, I will be sharing a series of posts focused explicitly on the Structure of Internal Public Affairs.

As ever the aim is practical, not theoretical.

I will explore the frameworks, processes, and operating discipline that underpin strong Public Affairs functions, including how teams:

• move coherently from goals to strategy to tactics

• run campaigns with intent, not just momentum

• build internal structures that support decision-making, alignment, and trust

Everything I will share is grounded in day-to-day client work and real Public Affairs environments – across corporates, associations, and NGOs.

If there are parts of the internal Public Affairs “machine” that you find particularly challenging – or topics that you feel are under-discussed – I would genuinely welcome your input. It will help shape what comes next.

Because if we want Public Affairs to be more effective externally, we need to start by getting it right internally.