How Intelligence Drives Public Policy Change and Creates Non-Market Advantage

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How Intelligence Drives Public
Policy Change and Creates
Nonmarket Advantage
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 20 July 2016
~ featuring ~
Tommy Goodwin Dr. Craig Fleisher

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Tommy Goodwin
Thomas F. (Tommy) Goodwin is the Government Relations Manager for the Project Management Institute
(PMI), the world’s leading not-for-profit professional membership association for the project, program,
and portfolio management profession. In this role, he leads federal and international efforts to encourage
the adoption of project management best practices by elected officials and policymakers leading to
consistent, successful completion of government projects and programs, which in turn reduces
government waste and safeguards taxpayer dollars.
Prior to joining PMI, he spent more than 15 years leading a wide range of federal government relations
efforts, issue campaigns, and advocacy strategy work for several leading associations and corporations,
including AARP and Oracle Corp. Additionally, he was a research fellow at Harvard Business School focused
on the political and legal environment in which business operates. He has a B.B.A. from The George
Washington University, an M.B.A. from Auburn University, and executive certificates from Stanford
University, the University of North Carolina at Chapel Hill, and Georgetown University.
The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and
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How Intelligence Drives Public Policy Change
and Creates Nonmarket Advantage

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Agenda
► Definitions
► Case for strategic engagement
► Goals: business vs. strategic public affairs
► Strategic public affairs strategies and tactics
► Examples and case studies
► Role of intelligence

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Definitions: nonmarket ecosystem and public affairs
► Nonmarket ecosystem: Institutional and societal forces
affecting economic competition among marketplace actors
(i.e., the business environment)
► Public affairs: A company’s effort to manage its business
environment… it combines issues management, government
relations, communications, and corporate social responsibility
to influence public policy, build a strong reputation, and find
common ground with stakeholders

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Case for strategic engagement
► HBR: “Corporations Need a Better Approach to Public Policy”
►“Nations across the globe enact an ever-changing,
ever-expanding array of detailed legislation
and regulation to protect workers,
consumers, investors, and the public
welfare, and these diverse rules shape
what companies can and cannot do.”

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Case for strategic engagement (cont.)
► McKinsey: Governments and regulators are second only to
customers in their ability to affect companies’ economic value
► McKinsey: Business value at stake from government and
regulatory intervention is between 30-50 percent of EBIDTA
depending on the industry
► James Bessen (Boston University): Since 2000, lobbying and
regulation is the single largest factor accounting for the
aggregate rise in company valuations and profits in the U.S.

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Your competition is pursuing nonmarket advantage right now!
Case for strategic engagement (cont.)

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“If you’re not at the table, you’re on the menu!”
Case for strategic engagement (cont.)

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Goals: business vs. strategic public affairs
► Organization:
►Goal #1: Protect value for the business
►Goal #2: Generate new value
for the business

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Goals: business vs. strategic public affairs (cont.)
► Strategic public affairs:
►Goal #1: Protect value for the business
►Goal #2: Generate new value
for the business
► Strategic public affairs engagement
is not a distinct activity… it is another
platform to achieve business goals!

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Goals: business vs. strategic public affairs (cont.)
► Achieving business goals through strategic public affairs:
►Freedom to operate
►Cost avoidance
►Market opportunity or advantage
►Level the playing field
►Speed
►Productivity

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Strategic public affairs strategies and tactics
► Factors affecting public affairs strategies and tactics:
►Protecting value or generating new value?
►Nature of the issue (broad vs. technical, high-profile vs. low-
profile, local vs. state vs. federal vs. international, etc.)?
►Stakeholders involved? Locus of control?
► Public affairs is an art, not a science!

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Every organization has a unique set of assets that can be
leveraged to drive public policy change and
create nonmarket advantage!
Strategic public affairs strategies and tactics (cont.)

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Strategic public affairs strategies and tactics (cont.)
► Key public affairs tactics:
►Corporate social
responsibility
►Government relations/
lobbying (local, state,
federal, and international)
►Grassroots advocacy
►Political/campaign giving
(PACs, et al.)
►Digital communications/
advocacy

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Examples and case studies

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Role of intelligence

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Role of intelligence (cont.)
► How can intelligence help drive public policy change and
create nonmarket advantage?
►Identifying new product and market opportunities
►Provide early warning of potential threats or opportunities
►Evaluate issue prospects within nonmarket institutions
►Anticipate and understand nonmarket shifts or trends

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Role of intelligence (cont.)
► Nonmarket intelligence is NOT…
►Opposition research: intelligence about a nonmarket
“opponent” used to discredit or otherwise publicly
weaken them
►Political intelligence: nonmarket human
intelligence used to make investment
decisions in the financial markets

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Role of intelligence (cont.)
► Nonmarket intelligence nuances:
►Specialized information sources
►Abundance of publicly-available information
►Heightened importance of human intelligence!
►Unique analytical “lenses” (public-policy process, impact of
data on the nonmarket ecosystem, role of stakeholders)

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Role of intelligence (cont.)
► Secondary source examples (United States):
►Specialized publications: Politico/Politico Pro, Roll Call, CQ,
The Hill, Bloomberg Government, BNA, etc.
►Petitions: regulatory comments, testimony, statements,
patent filings, coalition/association files
►Disclosures: lobbying registrations/registers,
CSR reports, microsites, third-parties, etc.

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Role of intelligence (cont.)
► Successful nonmarket intelligence/public affairs integration:
►Initial conversations about intelligence needs, KITs,
prioritization, etc.  “issues management”
►Ongoing communication (to focus and refine
collection... remaining nimble is critical!)
►Ongoing presence in strategy, planning,
and reporting loops

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Role of intelligence (cont.)
► Successful nonmarket intelligence/public affairs integration (cont.):
►Contextualized analysis that uncovers patterns and valuable
nuggets of true nonmarket intelligence
►Action-oriented communications vehicles
►Internal: driving decision making/action
►External: narratives, stories, visuals, etc.

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Thank you!
Now how about a little Q&A?
Email: tommy.goodwin@pmi.org
Phone: (202) 823-1096
Twitter: @tommygoodwin
The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and
other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora WDC
at http://AuroraWDC.com. See you next time!