In an era of increasing regulatory complexity, shifting policy landscapes, and growing public-private collaboration, the ability to engage effectively with government is no longer a niche skill; it’s a strategic necessity. For CEOs and executive teams, building internal capability for government engagement is about more than compliance. It’s about positioning the organisation to influence, adapt, and thrive.
Yet, many businesses, even those with years of experience, find themselves underprepared.
Even seasoned CEO’s can lack a clear understanding of how government engagement works, what it requires, and how it can be leveraged strategically. So how can CEOs close this gap and build lasting internal capability?
Step 1: Recognise Government Engagement as a Strategic Function
The first step is mindset. Government engagement is often seen as reactive, something triggered by a crisis, a regulation, or a funding opportunity. But the most successful organisations treat it as a proactive, strategic function.
This means integrating government engagement into core business planning, risk management, and stakeholder strategy. It’s not just about responding to government, it’s about aligning with it.
Organisations must realise that government engagement isn’t about serving government, it’s about partnering with it to achieve mutual goals.
Step 2: Identify Capability Gaps Across the Organisation
Once the strategic importance is evident, the next step is to assess where capability gaps exist. These may include:
- Knowledge gaps: Teams may not understand government structures, processes, or language.
- Process gaps: There may be no formal approach to stakeholder mapping, policy tracking, or engagement planning.
- Communication gaps: Messaging may not be tailored to government audiences or aligned with public priorities. They may also not be targeted to the right people within Government departments.
Conducting a capability audit, either internally or with advisory support, can help identify where training, tools, or structural changes are needed.
Step 3: Build Cross-Functional Awareness
Government engagement isn’t just the responsibility of legal or public affairs teams. It touches every part of the business, from marketing and operations to finance and strategy.
For example, marketing teams need to understand how to communicate with government audiences. Operations teams must be aware of regulatory requirements. Strategy teams should track policy trends that could impact growth.
Step 4: Invest in Education and Training
Building capability requires investment. This can take many forms:
- Workshops and seminars: Focused sessions on government structures, policy cycles, and engagement strategies.
- Scenario-based training: Simulations of real-world government interactions, such as responding to a regulatory change or pitching a public-private partnership.
- Mentorship and coaching: Pairing staff with experienced advisors or former public servants to build confidence and insight.
Importantly, training should be ongoing. Government engagement is dynamic, and teams need to stay current with policy shifts, political changes, and emerging best practices.
Step 5: Create Tools and Frameworks for Engagement
Capability isn’t just about knowledge, it’s about execution. Organisations need practical tools to support consistent, effective engagement. These might include:
- Stakeholder maps: Visual representations of key government contacts, their roles, and influence.
- Engagement plans: Structured approaches to outreach, messaging, and follow-up.
- Policy trackers: Systems for monitoring relevant legislation, consultations, and funding opportunities.
These tools help teams move from ad hoc engagement to strategic, repeatable processes.
Step 6: Leverage External Advisory Support
While internal capability is essential, external advisors play a critical role in accelerating learning, providing strategic insight, and supporting execution.
Advisors bring:
- Experience: Deep knowledge of government processes, policy environments, and stakeholder dynamics.
- Perspective: An outside view that can challenge assumptions and identify blind spots.
- Capacity: Additional bandwidth to support high-stakes engagements or complex initiatives.
Advisors help focus internal efforts on what matters, cutting through complexity and delivering clarity.
Step 7: Embed Government Engagement into Culture
Finally, capability must be embedded into the organisation’s culture. This means:
- Leadership buy-in: CEOs and executives championing government engagement as a strategic priority.
- Shared language: Teams using consistent terminology and frameworks when discussing government.
- Celebrating success: Recognising and rewarding effective engagement efforts.
When government engagement becomes part of “how we do things,” capability becomes sustainable.
Conclusion: Capability Is a Competitive Advantage
In today’s environment, the ability to engage effectively with government isn’t optional, it’s a competitive advantage. It enables organisations to influence policy, unlock funding, manage risk, and deliver public impact.
But this capability doesn’t happen by accident. It requires intentional effort, cross-functional alignment, and strategic investment.
By following the steps outlined above, CEOs can build internal capability that not only supports government engagement but also transforms it into a driver of growth, resilience, and impact.
