I fell into digital public affairs entirely by accident around a decade ago (I’m by no means an early adopter of technologies). But I stuck with it and remain excited by its impact and potential.
Why I love it
While we often obsess over how digital can deliver information, its effects on the environment in which public affairs operates is the better starting point.
Anyone can communicate to whoever, whenever, making ‘access’ less important, and granting a louder voice to activists. This in turn drives greater scrutiny and increased risk (at great speed, and from farther afield). As citizens, this should delight us. As people in business, it is obviously cause for concern.
Navigating all of this with success requires change within organisations: collaboration between business functions; broader and more aligned risk management; new skills; and often more transparent or just plain better behaviour. Which invariably calls for structural, operational, and cultural change.
An increasing number of public affairs practitioners appreciate that ‘doing digital’ properly involves all of the above, and not just setting up a couple of social feeds. I have helped some of them evaluate the risks and opportunities that digital brings to their organisations from a public affairs perspective, and have subsequently worked with them on appropriate strategies and operational plans. This sort of work is the most stimulating I’ve done over the last couple of years, and helps explain why digital public affairs and I remain an item.
From the perspective of communications execution, digital is of course also really exciting. Given reduced trust and greater scrutiny of business, message and reputation increasingly dictate policy outcomes. The scope for reputation building and environment-shaping on digital are endless, from creative and storytelling techniques, through to social interaction with friends (and foes), and using online tools to manage complex programmes, all underpinned by sophisticated uses of data. As with the digital transformation stuff I outline above, working with clients who make the most of these tools and methods is really motivating.
Why I hate it
‘Hate’ might be overplaying it. But I am disappointed by how low digital maturity levels remain in most public affairs functions. Its impact and scope are appreciated narrowly, as it is seen merely as an ‘awareness’ channel for ‘getting a message out’. More sophisticated uses of digital – the fun stuff I describe above – are usually not considered, which can be rather dispiriting.
Why not? Brussels remains a policy town, where technical knowledge trumps the science of influence and reputation-building, whether on or offline. Few public affairs professionals appreciate the principles of campaigning and marketing that would make them effective beyond the technical components of their work.
And in all honesty, I understand why. The staples of government relations – technical information provision and navigating the policy process – remain the key determinants of success in Brussels. And personal access remains quite easy, so why bother reaching policy-makers online? Moreover, a lot of the exciting components of digital relate to what Americans call grassroots: mobilising supporters to drive bottom-up influence. But European publics are based in member-states, while most PA practitioners have Brussels-only remits (and budgets).
Having said that, there is still plenty of scope for digital even on the most technical and Brussels-only dossier. At its basest, it can be used to analyse competition, monitor, and provide basic information via content and search.
But more importantly, due to digital (and other forces), public affairs is increasingly moving beyond the prism of the technical and Brussels-only. Reputation-building and opinion-shaping activities are prerequisites for success, and a modicum of digital aptitude is required to do either well.