The partners also see something generally good in transparency and openness for cooperation with the policy. The two groups each account for a quarter of the respondents.
In the previous study, the shares were a little smaller. The opportunists and partners are also more likely those who believe that their companies are quite successful in influencing the state - be it to increase its own value or mitigate risks. In Europe and North America are more likely to report restrained cooperatives "reluctant Engagers" - those who see benefits even in the external relations with the state, but also believe that the state of the economy being treated unfairly.
Managers in high-tech and telecommunications sectors are more opportunists and executives in the financial industry are more the type of opponent "adversaries" , and in the health industry, there are many of the reluctant co-operatives "Reluctant Engagers". McKinsey now asked for 15 specific practices in the care of external relations. The consultant shall be equal, however, that only a minority of companies is very good.
None of the categories of practice more than 40 percent each said that their businesses are in it very effective. After all, there are so McKinsey, a small group of managers, who feel that their companies can exercise regularly quite successful and thus their influence Reputation develop a competitive advantage. In this group of "successful" are more managers from China or Latin America, represented in the energy or financial sector, or from companies with more than one billion in sales.
What in the "successful" group of respondents compared to the other commonly work well: balance the agenda of the external relations with the overall strategy of the company, 'compromise across the topic list and coordination of external relationships across the enterprise. The fact that these companies provide sufficient staff and resources for these tasks is a plus, as are attempts to address its financial contributions to political activities, quantify and measure.
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