Embracing agility in public affairs: navigating the political landscape with agile ways of working

Don't know your SCRUM from your Kanban? Don't worry; we can all still learn something from applying agile ways of working in how we plan and execute our public affairs activities.

As we navigate the end of one political term and transition into the next, the political and policy landscape are constantly shifting. Being able to respond in a timely way is essential. However, hierarchical structures, planning, and budget cycles misaligned with political timelines, and the necessity for cross-functional collaboration pose significant hurdles to this.

While fully integrating agile practices into public affairs teams is not always essential, there are, however, elements of agile approaches that can enable quicker responses to dynamic situations and provide a framework for adjusting to the changing political landscape.

Understanding agile ways of working

Agile ways of working are more than just a methodology; it's a mindset and a method focused on improving innovation through collaboration and adaptive learning. Agile teams are characterised by their small and cross-functional nature.

The essence of agility lies in breaking down complex problems into small, manageable bits, building working solutions, and integrating these into a coherent whole. It is most impactful at the point of execution—particularly in strategic initiatives.

While practical changes in how teams are run might be necessary, the mindset and behaviour of individuals within the organization play the most significant role.

?Agile in public affairs

In the context of public affairs, embracing agile ways of working involves close collaboration with internal and external stakeholders and a clear focus on solving specific problems.

One significant challenge is the need to adapt normal, hierarchical working practices. Agile ways of working are most effective when applied to complex problems with initially unknown solutions and collaboration that allows for feedback and changes in approaches. This can clash with traditional ways that organisations manage their public affairs teams and activities, making it hard to find time for cross-functional working and responding quickly to external drivers.

Collaboration in agile teams often occurs outside formal organisational charts, relying on informal networks. Some organisations struggle with managing the collaboration required to develop and implement public affairs initiatives beyond formal structures.

Annual planning and budget cycles, while useful for control and management, may also restrain agile projects. An annual planning cycle could be supplemented with real-time, issue-based planning to dynamically allocate resources to manage a changing political and policy environment.

Implementing agile in public affairs: developing policy positions

?An example of how agile ways of working can be applied to public affairs activities is the development of policy positions and responding to the legislative process. This demands a strategic yet flexible approach. Drawing from agile principles, the process unfolds in iterative stages, promoting adaptability and responsiveness.

1. Firstly, the collaborative gathering of insights from colleagues and stakeholders forms the foundation. Cross-functional collaboration ensures a comprehensive understanding of diverse perspectives. Then, a small core group of experts drafts the initial position, embodying the agile principle of streamlined, focused teams.
2. The drafted position undergoes a rigorous review process, mirroring the iterative nature of agile development. Testing with external stakeholders provides valuable feedback, fostering continuous improvement. This step is akin to the agile practice of test-and-learn techniques, ensuring the position aligns with evolving external dynamics.
3. Launch marks the culmination of the agile process. However, agile in public affairs extends beyond this point. Post-launch, the position remains dynamic. Feedback from the external environment, as the legislation progresses, prompts refinements. This cyclical refinement echoes the agile emphasis on constant adaptation to changing requirements.

To be successful, senior leaders should champion an agile approach, setting the strategy and securing a mandate for agile operations. Regular reporting on milestones tied to the strategy maintains organizational buy-in. Operating in small, cross-functional teams empowers swift decision-making and flexibility.

The incorporation of agile ways of working into public affairs can help organisations understand and respond to the policy landscape. The agility to pivot based on feedback, collaborate seamlessly, and adapt continuously ensures enhanced effectiveness. Embracing agile ways of working in public affairs can help foster improved adaptability but also a more nuanced and responsive form of engagement. #PublicAffairsWorkflow