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Business and the Public Policy Process:Introduction and Course Overview
Public Policy, Politics, and Business Strategy
Dr. Michael D. Lord
Babcock Graduate School of Management
Wake Forest University
The Washington Campus
Washington, D.C.© 2010, M.D. Lord
TWC: Course Objectives
Understand how and why D.C. matters Directly: Government action and inaction Indirectly: Holistically and strategically
Understand how it all works (or not) The key arenas, players, tactics, dynamics Putting the pieces together strategically
Be able to manage it all better Minimize risks, threats, create opportunities Improve organizational, national performance
© 2010, M.D. Lord
TWC: Course Objectives
Understand the playing grounds Legislative, executive, regulatory, judicial Outside D.C., from local to global
Understand the stakeholders, key players Elected officials, regulators, judges, staff, etc. Lobbyists, constituents, media, etc.
Be able to manage tactics and strategy Information tactics vs. persuasion tactics Specific issues, events vs. overall strategy
© 2010, M.D. Lord
Why, How Does it All Matter?Changing Times & Paradigms
‘The business of business is business’? Simplistic economic ideology (Friedman) Robert Reich, Supercapitalism Peter Drucker, Jack Welch, et al.
Critical need for rethinking, reframing Jeff Immelt, Lee Scott, Rick Wagoner, et al. Environment, health care, immigration, etc.
Harry & Louise: 1993 vs. 2008
© 2010, M.D. Lord
The Business of Politics Growing government-business interaction
Old Economy: Defense, trade, environment, etc. New Economy: Health care, biotech, pharma, software,
wireless, anti-terror, IP, standards, etc. Global Economy: Increasing blurring of domestic and
international business-political issues, arenas But executives and entrepreneurs alike often do
not well understand, manage, and integrate Politics Public policy
Big direct and indirect bottom-line impacts
© 2010, M.D. Lord
Politics + Policy = Performance
Shape industry economics & firms’ performance Competition (e.g., tariffs, quotas, antitrust) Entry threats (e.g., banks, credit unions, realtors) Supplier power (e.g., antitrust, commodities) Customer power (e.g., pharma, Internet) Substitutes (e.g., ethanol, pharma)
Shape individual firms’ competitive advantages Setting the rules of the game She who sets the rules wins?
Stakeholder &Public Affairs
StrategyIntegrated,Holistic,Effective
POLITICALSTRATEGY
Integrated,Supportive,
EffectivePOLICY
STRATEGY
Integrated,Profitable,
SustainableBUSINESSSTRATEGY
‘Three legs
of a stool…’Eith
er a
virt
uous,
or a v
icio
us,
cycl
e…
© 2010, M.D. Lord
Linking Politics, Policy, and Business Strategy
Larger business and political concerns need to be linked with policy initiatives The most clever political tactics cannot influence
policy if you have radioactive PR, public image The most clever political tactics cannot influence
policy if your policy message is DOA Avoid omnipresent tactical temptations
Avoid short-term clever, but long-term foolish, business, political, and policy choices
They often backfire and cause lasting, systemic political and policy damage, poor performance
© 2010, M.D. Lord
Key Sources of Business Risks and Poor Performance
By simply ignoring politics and public policy By pushing strategies and policies…
With little regard for larger public affairs and political – as well as business – realities Too narrowly and too short-term focused Simplistic economic, technical, and financial thinking Overly-formalized, aggressive legal tactics Quick-fix PR, lobbying, and marketing approaches
That look like wins from a narrow, short-term view, but instead are predictable debacles in terms of public affairs, politics, and ultimate performance
© 2010, M.D. Lord
Bad Policy Bad Business?
Market Cap
Toyota$140 b.
GM$6 b.
2007 loss = -$39 b.
2007 profit = +$17 b.
andBad
Politics,too?
http://www.youtube.com/watch?v=SD6c-C0Z5r4
Policy Meets Political Reality:Enron Revolutionizes Energy?
Enron pioneers electricity deregulation policy California and elsewhere Quick, transformative public policy victories Aggressive, innovative deals and strategies Quick ‘successes’ and rich ‘profits’
But failed public affairs and political strategies Multi-fold price spikes, massive public protests Investigations, bankruptcies, jail time Collapse and bankruptcy of the entire company
Bad policy Bad politics Bad business© 2010, M.D. Lord
“We saw our products as great boons both to farmers and to the environment. I guess we naively thought that the rest of the world would look at the information and come to the same conclusion.”
-$10 billion
The Playing Field: Levels & Arenas of Analysis & Action
Levels of analysis and action International National (U.S.) State Local
Focus on the federal level – the trump card
Arenas of analysis and action Executive Regulatory Judicial Legislative
Focus on the legislative arena – the trump card
Playing the Game:The Tools of the Trade
Informational and influence tactics Political contributions Advocacy marketing Professional lobbying Executive lobbying Constituency building
All are part of the political mix and policy process
Why focus on stakeholders and constituency building? Holistic & strategic Effective & ethical Links and enhances
all other tactics
Ultimately, the trump card and the goal
© 2010, M.D. Lord
The Currency of Politics:Power, Influence, Money
Power Influence* Money
$ ≠ votes $ ≠ policy $ often necessary $ rarely sufficient
All part of the mix, but not the same
Are politics crazy? Economics vs.
emotion Reality vs.
perception Rationality vs.
irrationality
The logic of politics The bottom line
© 2010, M.D. Lord
Proactive Political Strategy vs. Reactive, Defensive Tactics
Most efforts still defensive, tactical reactions Reactive, not proactive Driven by tactics, not strategy Immediate & short-term, not ongoing & long-term
The result is limited effectiveness Cannot build an effective ‘brand’ and base of
political capital overnight Ad hoc, reactive tactics = costly, uphill battles Reactive tactics not only ineffective, but often
actually damage public ‘brand’, political capital Negative performance implications
© 2010, M.D. Lord
Traditional, Tactical ‘Fixes’ Festering Problems
Reactive, functional, short-term responses Financial: Protect our investment in R&D! Legal: Protect our patents!
Complex economic & legal arguments vs. Stories of mass human suffering: “millions dying” Charges of profiteering: “$10 for pills costing pennies”
Problems abroad come home to roost Feed negative perceptions of U.S. public, politics New patient population at home more like abroad
© 2010, M.D. Lord
Perception is Reality:Global Comes Home
Wall Street JournalApril 23, 2001, p. A1
Adverse Reaction:AIDS Gaffes in AfricaCome Back to HauntDrug Industry at Home
Price Cuts Abroad DeepenDomestic Trouble as FirmsReveal ‘True’ Cost of Pills-- John le Carre’s New Villain
Business Week, May 28, 2001, p. 40Costly Drugs:An Even Bloodier Backlash Ahead
Wall Street Journal
August 23, 2001, p. A3
Brazil to Break Roche
Patent on AIDS Drug
Business Week, October 9, 2000, p. 130
Medicines Without Borders:
The move is on to reimport foreign drugs
© 2003, Michael D. Lord
Abbott faces more litigation over AIDS drug in U.S.By PAUL ELIAS – August 4, 2008 (AP)
When Abbott Laboratories Inc. hiked up the price of a popular AIDS drugby 400 percent in 2003, executives prepared for the inevitable public
relations hit, but assured themselves the backlash would be brief.Nearly five years later, the accusations against Abbott are still flying.
The North Chicago, Ill., drug company stands to lose hundreds of millionsof dollars in several pending antitrust lawsuits. It settled only its first —
and likely its cheapest one — last week.
Brazil may reject Gilead's AIDS drug patent 10 Apr 2008 Reuters By Maria Pia Palermo
Brazil has decreed U.S. pharma firm Gilead's AIDS drug Tenofovir "in the public interest", signaling it may reject a patent request due to
its high price and import a generic. The Health Ministry said in a decree
published on Wednesday that patenting the drug in Brazil would generate "expectations of monopoly rights with an impact on the price.
Latin America's largest country has an internationally-lauded AIDStreatment program, in which patients get free antiretroviral treatment.
Politics & Public Policy:Leadership & Execution
Need to link politics and public policy with business strategy and performance The CEO as Chief Public Affairs Officer Internally & externally
Public affairs & government relations function ‘Locals’ (D.C.) vs. ‘expats’ (business managers) Mix it up. It’s a team effort.
Outsourcing and vendors Think strategically, not tactically. Buyer beware…
© 2010, M.D. Lord
Strategic Management of Politics and Public Policy
Stakeholder management is not just politics – it’s a core part of larger public affairs and business strategy, both domestic and global
Pursue longer-term, more holistic integration of stakeholder concerns, especially politics and public policy, with business strategy At top levels… Before, rather than after, the fact… Integrated into formulation and implementation
© 2010, M.D. Lord
Stakeholder &Public Affairs
StrategyIntegrated,Holistic,Effective
POLITICALSTRATEGY
Integrated,Supportive,
EffectivePOLICY
STRATEGY
Integrated,Profitable,
SustainableBUSINESSSTRATEGY
‘Three legs
of a stool…’Eith
er a
virt
uous,
or a v
icio
us,
cycl
e…
© 2010, M.D. Lord