EXPERTISE AS A TOOL FOR SUPPORTING DECISION-MAKING IN PUBLIC AFFAIRS

The dynamic and increasingly complex regulatory environment means that traditional approaches to public affairs are no longer sufficient. Today, public affairs work is not just about monitoring legislative processes or maintaining relationships with decision-makers. Modern practice requires a deep understanding of context, the ability to analyse regulatory impacts, and the capacity to propose solutions grounded in knowledge and data. 

A new model is gaining prominence—one that focuses not on who has access to decision-makers, but what an organisation contributes to the policymaking process. Real influence emerges through expertise and substantive argumentation. Instead of waiting to be consulted, organisations increasingly initiate the conversation themselves—offering analyses, arguments, and concrete policy proposals. In doing so, they position themselves as partners rather than petitioners. 

From my experience, organisations equipped with reliable data, a coherent narrative, and well-founded arguments are able to gain access and influence even in areas that once appeared completely closed off. 

What was once the domain of think tanks or academic institutions has now become standard practice among professional public affairs teams. More and more companies and organisations are choosing the path of substantive engagement: preparing reports, participating in expert debates, taking part in public consultations, appearing before parliamentary committees, and developing their own policy papers. This marks a dramatic change from just a few years ago, when most stakeholders responded only after a draft regulation was published. Today, the strongest players can anticipate regulatory thinking and propose concrete amendments even before discussions formally begin. As a result, appeals to “consider the interests of the sector” are increasingly replaced by data, cost scenarios, and fully developed solutions. 

This shift also makes advocacy significantly more transparent and socially acceptable. It is difficult to accuse an organisation of unethical behaviour when its activity is based on presenting reliable data, evaluating impacts, and outlining alternative policy scenarios. This is not backroom lobbying—this is professional, open, expert work that meaningfully improves the quality of legislation and public policy outcomes. 

Importantly, this approach aligns with societal expectations. According to the 2024 study “Poles on Lobbying – How They Want to Influence Lawmaking” conducted by the Polish Public Relations Association, as many as 67% of respondents believe that citizens should have greater influence on lawmaking—also through expert, industry, and civil society organisations. The study’s authors emphasise that transparency, clarity of actions, and measurable impact are the key conditions for social acceptance of lobbying. 

Individual experts are also becoming increasingly important—people who combine deep subject-matter knowledge with the ability to communicate effectively within institutional environments. These are the individuals who speak in public debates, comment on regulatory changes, write articles, educate stakeholders, and build the reputation of their organisations. Their voice often carries more weight than a traditional press release or a statement from the management board. 

As a result, professionals who not only understand legislative mechanisms but can also translate complex industry topics into clear, actionable insights for decision-makers are growing in importance. This requires new competencies—not only analytical but also communicative and strategic. An expert who can describe the consequences of a proposed regulation, present data in an accessible format, and demonstrate the broader socio-economic context becomes an indispensable partner in the decision-making process. 

This is a profound shift for those working in public affairs. Today, it is no longer enough to “have connections”—one must be able to tell the story behind the data, build a coherent narrative around regulatory impacts, and demonstrate that a proposal is not only beneficial but also feasible. 

This does not mean that direct relationships with political stakeholders have lost relevance. They remain important—but today they serve as a means, not an end in themselves. Without strong substantive preparation and the ability to anticipate regulatory outcomes, even the best relationships will not deliver results. That is why organisations seeking to be effective in the public arena are increasingly investing in high-quality expertise and the people capable of delivering it.