The Ellwood Atfield Directors' Club - June 2026

In summarising the definition of judgement in a corporate affairs context, one attendee neatly summarised that "experience + data = judgement

Last week, we hosted another Ellwood Atfield Directors' Club dinner, convening fourteen corporate affairs leaders from some of the UK's most prominent organisations – all from regulated sectors - to discuss the challenges and opportunities shaping the profession and the wider economy.

The discussion centred on three key questions:

• How do we measure reputation, influence and stakeholder trust at Board level?
• How do communications teams demonstrate their role in risk mitigation and reputation protection?
• What will future-fit corporate affairs functions look like in an increasingly complex operating environment?

Whilst the discussion covered a wide range of topics, one theme consistently emerged throughout the evening: Judgement.

As organisations face growing political complexity, rising stakeholder expectations, reputational scrutiny and rapid technological change, the ability to exercise sound judgement has become one of the most valuable capabilities within an executive leadership, with corporate affairs professionals in prime position given the nature of the role.

Measuring the impact of corporate affairs is inherently challenging. Unlike marketing performance or financial results, its’ value is often less tangible and harder to quantify. In many cases, the success of a high performing corporate affairs team is reflected in the issues that never escalate, the crises that are successfully navigated, or the positive way an organisation is perceived in the court of public opinion. To be truly effective, corporate affairs must be closely aligned with the Board and its leader serve as a conciliary to the CEO, helping to shape strategy, manage reputation, and navigate complex stakeholder environments.

REPUTATION IS EVERYONE'S RESPONSIBILITY

A recurring theme was that reputation management can no longer be viewed as the sole responsibility of the corporate affairs function.

Every executive decision carries reputational implications.

The role of corporate affairs is increasingly to help leadership teams understand those implications before decisions are made, not simply communicate afterwards.

Guests around the table agreed that the strongest corporate affairs leaders often possess a unique vantage point across organisations, with visibility of stakeholder concerns, political developments, regulatory risk and public sentiment.

This broad perspective enables them to connect risks and opportunities that may otherwise remain hidden.

FROM COMMUNICATIONS TO RISK ADVISORY

The discussion highlighted how corporate affairs has moved closer to organisational risk management.

Several guests reflected on the challenge of helping non-communications colleagues understand reputational risk, with practical examples ranging from media training and Select Committee simulations through to translating risks into relatable real-world scenarios. As well as helping some CEOs raise their profile, corporate affairs leaders occasionally find themselves applying a gentle hand on the brake when a lower profile is in the organisation's best interests.

A common observation was that the most successful corporate affairs teams are increasingly proactive and demonstrate clearly their value as a growth partner to senior leaders. In addition, they’re using AI to build out capabilities - particularly in media relations - to evoke stronger storytelling, resulting in more coverage and cut through.

UNDERSTANDING STAKEHOLDERS, NOT JUST AUDIENCES

Another theme was the importance of real stakeholder understanding.

Whether engaging policymakers, regulators, customers, members, investors or employees, organisations need a far more sophisticated understanding of different audiences and their expectations – AI is proving a useful tool for testing scenarios prior to engaging.

Guests discussed the importance of segmentation, clear stakeholder objectives and ensuring communications activity is aligned to broader organisational goals.

Relationships remain critical, particularly in periods of uncertainty. Many agreed that trust is rarely built during a crisis. Rather, it is built through consistent engagement long before it is tested.

THE HUMAN ADVANTAGE

While AI and technological change inevitably formed part of the discussion, the conversation focused less on technology itself and more on what remains uniquely human.

The consensus was that while technology can improve efficiency and generate content, it cannot replace judgement, contextual awareness, empathy, organisational instinct or stakeholder understanding. Those organisations using AI to help with efficiencies but retaining strong talent in the corporate affairs sphere have a distinct advantage.

In an age where political language has become so divisive, scandals abundant, and the risk of being cancelled is high, businesses communicating through judgement, showing human care, and leadership will survive and thrive.

A FINAL REFLECTION

The discussion left us with a simple but important observation; experience + data = judgement.

In an increasingly noisy, complex, and scrutinised environment, the value of corporate affairs is not simply communication. It is the ability to understand risk before it materialises, the ability to connect reputation, policy, commercial objectives, and organisational strategy. And ultimately, the ability to help organisations make better decisions. This, in itself, contributes to growth.  

The Directors' Club continues to demonstrate the value of convening senior leaders to share experiences, challenge assumptions and discuss what is changing – and what remains timeless – within our profession.

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