{ "docId": "019dd923-5ca1-7489-b636-96d45234cce8", "docSlug": "36c414b0255cdfb4", "documentTitle": "Tested, Trusted, Transformed An exploration of the Corporate Affairs Function and its Leaders", "authorId": "Deloitte", "authorName": "Deloitte", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 1.414, "pageNumber": 29, "pageCount": 36, "prevPage": 28, "nextPage": 30, "slideType": "key_takeaways", "function": "summarize", "density": "dense", "nDataPoints": 1, "notes": "The slide serves as a concluding summary for a report on the Corporate Affairs function.", "elementsJson": [ "paragraph" ], "metadataConfidence": 1, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b636-96d45234cce8/29", "deckHref": "/decks/019dd923-5ca1-7489-b636-96d45234cce8", "deckJsonHref": "/decks/019dd923-5ca1-7489-b636-96d45234cce8.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b636-96d45234cce8#slide-29", "components": [ { "bbox": null, "kind": "callout", "text": "Tested, trusted and transformed to steward their organisation and leaders towards growth.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-ba8d-77da-9978-c856d8e01fb1", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.1, "w": 0.9, "x": 0.05, "y": 0.16 }, "kind": "paragraph", "text": "In our view, this research emphatically challenges the old narrative around corporate affairs – that it struggles to secure a voice and seat at the top table of business. Formally as ExCo members or as trusted advisors to C-Suite officers, corporate affairs leaders enjoy substantial influence, impact and access to the top.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "4a7ac3b6-4f9a-4262-a971-552625f35fe1", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.6, "w": 0.45, "x": 0.05, "y": 0.28 }, "kind": "paragraph", "text": "Boardroom appreciation of its work is rising thanks in large parts to enhanced visibility triggered by the pandemic. For a crisis that had people and human impact at its core, it is not surprising to learn that the CA Function rose to the occasion. Corporate affairs directors increasingly command large teams and significant budgets enabling them to become more strategic, sophisticated and impactful. We found three distinct corporate affairs models. The conventional model of being the 'reputation defender' accounting for about a third of companies, with a primary focus on managing issues and reputation risks. Second is the 'strategist & storyteller' model that communicates the company strategy and purpose through integrated communications shaping the external environment positively to support the business. Growth Driver is the third. It works to a clear, accountable growth objective. We detect those corporate affairs leaders employing a Growth Driver model were the most innovative and forward facing. CA Directors have an eagle eye on the next issue, obstacle, conversation and opportunity. When asked about the issue that will occupy them most next year, they identified navigating external volatility and pressure (e.g. cost of living crisis and geopolitics), supporting internal transformation (e.g. engagement, culture change, transition), and driving commercial objectives. They often take the long view and act as sparring partners to the executive and sometimes as CEO envoy.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "65bae63e-6cce-4dd9-8330-51a86420d032", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.6, "w": 0.45, "x": 0.52, "y": 0.28 }, "kind": "paragraph", "text": "With so much volatility, change and noise surrounding companies today Corporate Affairs Directors cannot stand still. They are investing in new skills specifically data, ESG depth, cultural change capability and storytelling. We found that sustainability is a central piece in about 50% of Corporate Affairs Functions. CA Directors are designing science to go with the art of corporate affairs. It was noticeable how many interviewees were in the process of professionalising the system behind the art, including better data, formal strategy development, analytics, tech and AI. We did not detect an appetite for a reimagining of the function. But the enhanced brand of Corporate Affairs after COVID-19 does give its leaders opportunity to pivot forwards and the goodwill in the bank to take risks and act more boldly. Many Corporate Affairs Directors interpret their central remit and purpose beyond communications and reputation risk management. It's about servicing, as tangibly as possible, the growth of the business. We expect, within five years, that this growth mindset and operating model to become the norm. They are thinking well beyond communications to incorporate strategic risk, transformation and new product development. Tested, trusted and transformed to steward their organisation and leaders towards growth.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "ad6b5cbe-db64-4b44-8396-ba34ec99a3f2", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.05, "w": 0.6, "x": 0.05, "y": 0.08 }, "kind": "title", "text": "5.1: Conclusion: Tested, trusted, transformed", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "59a42f43-d58f-49ab-bca7-75ce72467bf0", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [], "loops": [], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }