From Advocacy to Alignment: The Evolving Role of Policy Professionals

This week I write about something I have seen evolve first-hand over the years: the need for large companies and multinationals to build structured, forward-looking policy programs that tie directly to national priorities. Too often, companies approach public policy as a reactive function, something to step in when a regulation changes or a crisis hits. But in my experience, the real impact comes when a company begins to treat policy as a strategic enabler, not just a risk mitigator.

Having worked closely on designing and running such programs, I have realized that the real strength of a policy function lies in how deeply it is embedded within the government’s developmental agenda. When a company understands where the government wants the country to move, whether it is manufacturing self-reliance, digital transformation, or skilling, and aligns its business priorities around those missions, it changes the entire tone of engagement. Conversations shift from asking for relief to co-creating outcomes.

I have seen this shift play out in very practical ways. When we began mapping our policy initiatives against the government’s focus areas, it immediately opened up new channels of dialogue. Suddenly, our work was not being seen in isolation but as part of a larger story of nation-building. It built trust, visibility, and credibility across ministries. Even challenging policy or regulatory issues started finding more constructive traction because there was clarity that the company’s intent was aligned with the country’s goals.

A strong policy program also helps bring discipline and foresight into how a company navigates the regulatory ecosystem. Instead of reacting to notifications, you start anticipating trends. Instead of episodic advocacy, you build a long-term narrative. It is not about chasing every policy development; it is about understanding the pulse of government thinking and embedding it within your business decisions. That is what makes policy truly strategic.

In India’s context, where policy priorities are constantly evolving around missions like Make in India, Skill India, or Digital India, this alignment becomes even more critical. The government today expects industry to be a partner in achieving these outcomes, not just a beneficiary of incentives. Companies that can demonstrate that their growth contributes directly to India’s priorities find themselves better placed not just in regulatory matters but in reputation and relevance.

When I look back, some of the most successful campaigns I have been part of were those that spoke the language of the government’s own ambitions, whether around local manufacturing, technology innovation, or workforce development. They worked because they were not about the company’s interests alone; they were about shared goals. And that is what a well-designed policy program really does. It creates convergence between business outcomes and public objectives.

In many ways, the future of corporate-government engagement will depend on how thoughtfully companies can build these bridges. It is not about more meetings or more advocacy; it is about more alignment. When policy is approached with that mindset, it does not just unlock regulatory challenges; it builds long-term partnership capital.

Ultimately, a strong policy program is an investment in credibility. It signals that a company is not here to navigate policy, but to help shape progress.

(The opinions expressed in this article are solely my own and do not reflect the views of my employer or any affiliated organization.)

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