Closing the engagement gap
Corporations are missing out by failing to connect with Asia’s increasingly active multilateral institutions, says Monsanto's Shanti Shamdasani
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 The challenge is that business leaders are sometimes too focused on bottom line results that they fail to recognise policy changes, or other global or regional issues, which will have long term and often detrimental implications on their business.
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Corporations are missing out by failing to connect with Asia’s increasingly active multilateral institutions, says Monsanto's Shanti Shamdasani.
We do what we do every day. As public affairs leaders, we embark on processes of developing strategies and ensuring that they deliver the desired business outcomes. What shapes the environment that we as PA professionals have to respond to?
It is the machinations between public and private partnerships: which include the role associations’ play regionally, centrally and globally. We can no longer simply be the audience until the end result when policies emerge; we must drive, lead and provide value to all the processes and elements which shape our environment, be it business or social.
In my 16 years of professional life I have learned from prominent leaders both at ASEAN, APEC and WTO level about how world economies are being shaped and what we can do to add value. It is clear that this function has contributed to business need and that it is both much called for and sought today.
We need to change in parallel to our environment. Often public affairs direction is based on the business objectives oblivious of other developments at global level. The question now: is this the right approach?
Business environment is one aspect of the many facets of our operating environment. Governments around the region and the world are more vibrant in the way they formulate policies and implement regulations. Simply put, we need to be vigilant about what governments are doing and how this relates to regional and international associations. The challenge is that business leaders are sometimes too focused on bottom line results that they fail to recognise policy changes, or other global or regional issues, which will have long term and often detrimental implications on their business.
Too late otherwise
In many cases business comes to realise that a regulation is in place and by then it is too late to avert it. The question then is why did we allow such critical aspects bypass our business intelligence processes? The answer is that we fail to connect with world associations or partner with third parties and this includes the national, regional or international associations which embryonically shape our future business environment. In these instances we are not leading; we are the recipient of a process which we are not part of.
The WTO, ASEAN and the UN are just few names with which we are familiar. We work in isolation allowing them the room to do what they deem is right and let us do what we deem to be correct. But the problem starts when what has been done is not in synch with the desired environment that will uphold balance at the country, regional and international level.
Harmonisation is not a new word: especially at ASEAN level. We increasingly need private-public dialogues and partnerships. Country leaders are learning from each other and sharing best practices through inter-ministerial meetings, working groups and high level dialogue. But these discussions are taking place void of a business voice or input.
For example, one of the ASEAN mandates is “to provide for greater efficiency in the coordination of ASEAN organs and for more effective implementation of ASEAN projects and activities”. Here, businesses that operate around South East Asian countries should get involved and assist ASEAN in developing and implementing its mandate, adding value while ensuring that business needs are not compromised.
Spirit of partnership
Partnership brings much value as it allows businesses to provide insights into the actual environment and assists in providing solutions and shaping an environment that fosters the development of policies conducive for business. It is a “win-win” scenario that caters to governmental, industry, business and NGO needs and demands. Regrettably not many public affairs practitioners see things from this angle.
International associations are often more open to having private-public dialogues and partnerships as they too see the long term values of this approach. World associations have come to realise that to achieve balance in policy formulation, attracting investment, fostering trade, promoting social and environment welfare business involvement is integral. However business is frequently not well experienced in dealing and negotiating with these bodies and instead ignore the value vis-à-vis the time and effort which needs to be put into high level dialogues or approaches to world associations.
In the end, like it or not, such public-private or strategic partnerships are, and will continue to be ,an integral part of our business. The question is how we as public affairs practitioners develop plans, grab the opportunity and take the lead in shaping our environment.
Shanti Shamdasani is Monsanto’s director of corporate affairs in South East Asia
Corporations are missing out by failing to connect with Asia’s increasingly active multilateral institutions, says Monsanto's Shanti Shamdasani.
We do what we do every day. As public affairs leaders, we embark on processes of developing strategies and ensuring that they deliver the desired business outcomes. What shapes the environment that we as PA professionals have to respond to?
It is the machinations between public and private partnerships: which include the role associations’ play regionally, centrally and globally. We can no longer simply be the audience until the end result when policies emerge; we must drive, lead and provide value to all the processes and elements which shape our environment, be it business or social.
In my 16 years of professional life I have learned from prominent leaders both at ASEAN, APEC and WTO level about how world economies are being shaped and what we can do to add value. It is clear that this function has contributed to business need and that it is both much called for and sought today.
We need to change in parallel to our environment. Often public affairs direction is based on the business objectives oblivious of other developments at global level. The question now: is this the right approach?
The operating environment
Business environment is one aspect of the many facets of our operating environment. Governments around the region and the world are more vibrant in the way they formulate policies and implement regulations. Simply put, we need to be vigilant about what governments are doing and how this relates to regional and international associations. The challenge is that business leaders are sometimes too focused on bottom line results that they fail to recognise policy changes, or other global or regional issues, which will have long term and often detrimental implications on their business.
In many cases business comes to realise that a regulation is in place and by then it is too late to avert it. The question then is why did we allow such critical aspects bypass our business intelligence processes? The answer is that we fail to connect with world associations or partner with third parties and this includes the national, regional or international associations which embryonically shape our future business environment. In these instances we are not leading; we are the recipient of a process which we are not part of.
The WTO, ASEAN and the UN are just few names with which we are familiar. We work in isolation allowing them the room to do what they deem is right and let us do what we deem to be correct. But the problem starts when what has been done is not in synch with the desired environment that will uphold balance at the country, regional and international level.
Harmonisation is not a new word: especially at ASEAN level. We increasingly need private-public dialogues and partnerships. Country leaders are learning from each other and sharing best practices through inter-ministerial meetings, working groups and high level dialogue. But these discussions are taking place void of a business voice or input.
For example, one of the ASEAN mandates is “to provide for greater efficiency in the coordination of ASEAN organs and for more effective implementation of ASEAN projects and activities”.
Here, businesses that operate around South East Asian countries should get involved and assist ASEAN in developing and implementing its mandate, adding value while ensuring that business needs are not compromised.
Partnership
Partnership brings much value as it allows businesses to provide insights into the actual environment and assists in providing solutions and shaping an environment that fosters the development of policies conducive for business. It is a “win-win” scenario that caters to governmental, industry, business and NGO needs and demands. Regrettably not many public affairs practitioners see things from this angle.
International associations are often more open to having private-public dialogues and partnerships as they too see the long term values of this approach. World associations have come to realise that to achieve balance in policy formulation, attracting investment, fostering trade, promoting social and environment welfare business involvement is integral. However business is frequently not well experienced in dealing and negotiating with these bodies and instead ignore the value vis-à-vis the time and effort which needs to be put into high level dialogues or approaches to world associations.
In the end, like it or not, such public-private or strategic partnerships are, and will continue to be ,an integral part of our business. The question is how we as public affairs practitioners develop plans, grab the opportunity and take the lead in shaping our environment.
Shanti Shamdasani is Monsanto’s director of corporate affairs in South East Asia
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