Faced with a highly complex decision-making process in Brazil, the Relgov area has gained increasing relevance within organizations, consolidating itself as an essential part of the strategic development of companies in all economic sectors.
This is because the work of the Institutional and Government Relations (IGR) professional has proven to be fundamental due to their role in articulating public policies and assessing potential risks posed by government activities to businesses. More than that, strengthening relationships with stakeholders and building the defense of interests demonstrate the high value of the IGR area for companies seeking opportunities.
However, the activities carried out by RIG professionals still vietnam mobile database face major challenges, both externally and internally, when it comes to recognizing the importance of structuring the area as a fundamental means for creating favorable business environments. Among the main factors contributing to this scenario is the lack of investment in the strategic management of the area – which concerns, above all, the way of managing with a focus on optimizing processes so that they become effective and are, especially, aligned with the strategic objectives of organizations.
It is precisely through strategic management that the Relgov area will be able to contribute to achieving the desired results. To achieve this, however, it is essential that managers are aware of the needs of the area so that RIG professionals can have knowledge of the whole and, thus, guide the best path to follow. In this sense, performance is intrinsically associated with the efficiency of the area. This is because developing strategic plans without measuring results is not effective. Companies need to develop metric systems that can guide the progress of their actions.
Measuring results in Relgov
Although the Relgov area does not have off-the-shelf solutions, it is common for some organizations to evaluate the objectives achieved, reduced costs, legislative victories or defeats, among others. However, in order to achieve results, it is necessary to adapt the metrics to the company's reality.
To this end, it is important to keep in mind that when dealing with RIG activities, the creation of performance indicators (KPIs, acronym in English for Key Performance Indicator) depends entirely on the definition of strategic objectives and that such objectives for Relgov tend to be built for the long term. It is also important to emphasize that the objectives must involve risk management and identification of opportunities that may often not depend solely on RIG activity. Furthermore, as most of the actions are carried out in conjunction with other stakeholders , isolating the objective of the area will not always be possible, especially considering that the Brazilian political-institutional environment is complex and unstable.