Government Relations: The Missing Seat at the Executive Table

Why So Many CEOs Are Flying Blind in a Political Storm and What to Do About It

By Pamela Murphy, Founder & CEO, Minerva Insight Strategies

CEOs today face more pressure than ever balancing geopolitical volatility, regulatory complexity, AI transformation, and rising demands for corporate accountability, to name a few. In this environment, government relations (GR) isn’t optional – it’s existential.

When I talk to executives about the impact GR has on a company’s ROI, I always start with one question:

Where should GR sit in your organization if you want it to deliver the most value?

Most leaders pause, because the answer isn’t obvious.

After spending my entire career in this field, I can tell you: it belongs in the C-suite, or even in the CEO’s chair.

I’ve seen what happens when GR doesn’t have a seat at the table. One organization missed the opportunity to shape a key policy and ultimately lost millions in potential funding for its members – a loss their GR team had anticipated but wasn’t empowered to prevent.

On the other hand, I’ve seen companies with GR leaders in the C-suite proactively shape policy, protecting billions in funding and creating long-term stability and growth.

In too many organizations, GR doesn’t have that seat. It’s often tucked under the communications or legal functions or in another corporate affairs structure, but usually not being overseen by GR – not because it belongs there, but because that’s how it’s always been done. These legacy structures are outdated, risky, and ineffective if you want to drive real business impact.

What GR Leadership Really Does

Let’s be clear: GR experts do far more than most executives realize. Today’s most effective and savvy GR leaders have highly developed external affairs expertise, whether or not their titles reflect it.

GR leaders are enterprise strategists who bridge policy, business, and society. They are architects of influence and trust, builders of coalitions and communities, and navigators of risk and reputation. They shape policy and perception, translate complex intelligence into actionable strategy, and unlock opportunities that advance organizational and societal goals.

GR is steeped in expertise, with the ability to build and leverage relationships to shape outcomes. These leaders master U.S. and international governments, legislative and regulatory processes, and the industries they serve, while understanding every dimension of the business – from products to markets, risks, and growth strategy.

They connect external forces with internal priorities, anticipating change before it hits the CEO’s desk. GR is both methodical and macro: proactive, predictive, and grounded in a deep understanding of what drives policymakers.

They develop, shape, and execute legislative and regulatory agendas that directly affect business outcomes while advancing organizational goals, fueling growth, and protecting value. Positioned most effectively, GR isn’t a support function, it is a strategic value driver.

Why This Matters More Than Ever

The modern CEO is no longer just a business operator; they are expected to be a skilled diplomat, an expert communicator, and a crisis navigator. Political decisions these days can reshape a company in an instant.

McKinsey & Company notes that a single policy or regulatory decision can reshape an entire market overnight. They’re right: I’ve seen it happen. This is not uncommon in our current age of disruption.

To build long-term resilience and growth, GR must not be treated as a back-office function. It is a core strategic discipline that should report directly into top decision-making.

Today’s CEOs and boards can’t afford political naivety. The landscape shifts too fast. Every industry needs leaders who are not just aware of change but are ready to shape it.

The best CEOs are storytellers. They connect policy to people. They explain how regulations affect customers, markets, or members and then act on it. They are also relationship builders who engage with policymakers and partners when it matters most.

Those are the same skills GR leaders leverage every day. Whether supporting a CEO or sitting in the C-suite directly, these are core leadership traits for driving business forward.

Embedding GR Into Your DNA

I’ve spent my career in GR, mostly in global leadership roles across industries and sectors, and have seen firsthand the positive difference when leaders get this organizational structure right. CEOs who underestimate GR face unnecessary risk: missed opportunities, siloed decisions, and being seen as a reactive organization.

Those who embed GR into their organizational DNA turn potential crises into growth, protecting value and influencing national conversations and market outcomes.

GR shouldn’t be an afterthought. It belongs in your organization’s strategic planning, risk reviews, product development, and board discussions, not just called in during crises.

Embedding GR requires a deliberate mindset shift: viewing the function not only as a protective shield but also as a strategic growth engine that unites mission, risk management, reputation, and policy outcomes.

When GR leadership sits at the top – whether in the C-suite or in the CEO role – the results are transformative. It changes how an organization sees opportunity, manages risk, and drives long-term value.

Organizations that want to lead, not just navigate, today’s policy and regulatory landscape can do so by:

Mapping the policy terrain with precision to anticipate risks, uncover opportunities, and identify leverage points.
Mobilizing thought leadership and community engagement to shape narratives, build alliances, and strengthen legitimacy.
Embedding GR as a core business capability, driving alignment, foresight, and agility across functions.
Partnering with strategic GR leaders and advisors to elevate influence, accelerate execution, and deliver measurable impact.

When CEOs position GR as a leadership function, instead of treating it as a support function, organizations move from simply reacting to actually shaping the environment in which they operate.

The Bottom Line

Investing in GR isn’t about titles. It’s about strategy, resilience, and smart growth. Bringing GR to the center of decision-making is how organizations protect value, seize opportunity, and stay ahead of disruption.

The leaders who will thrive in this ever-evolving digital world are those who treat policy as a strategic lever, one that drives both markets and mission.

The question isn’t whether your company needs GR in the C-suite – it’s whether you can afford not to have it there.

About the Author

Pamela Murphy
CEO, Minerva Insight Strategies, LLC

Pamela Murphy is Founder and CEO of Minerva Insight Strategies, LLC, a woman-owned boutique consulting firm specializing in government relations and business strategy. A seasoned executive with decades of experience across government, corporate, and nonprofit sectors, she is known for navigating complex policy landscapes and delivering measurable results.

Murphy previously served as Vice President of Global Government Relations & Sustainability at Adtalem Global Education, leading global advocacy, corporate sustainability, and external relations. She also launched and led the Washington, D.C. office of the American Association of Colleges of Osteopathic Medicine and earlier served as Senior Policy Advisor to a U.S. Member of Congress. She lives in the Washington, D.C. area.

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