AI’s Impact on In-house Communications, Marketing & Public Affairs – Talent, Leadership and Industry Insights from George Robinson at VodafoneThree

AI is transforming the way communications, marketing and public affairs teams work. But what does it mean for organisations, leaders and the future of work? In our latest series, we speak with senior communications leaders to explore the opportunities and challenges. In this interview, Peter Ferguson, Managing Consultant at Hanson Search, sat down with George Robinson, Head of Government Affairs at VodafoneThree, to discuss how AI is reshaping public affairs, from transforming policy analysis and stakeholder engagement to redefining team structures, skills and leadership priorities.

How are you using AI in your public affairs team today?

We’re using AI to support policy analysis, stakeholder mapping and sentiment tracking across all bodies we work with. We’re also using AI to streamline internal briefing processes and scenario modelling for regulatory impacts. It’s effectively becoming a game changer for our sector, as it is for nearly all others. It’s allowing us to spend less time behind our desks and more time getting in front of stakeholders, making our arguments to them directly.

AI is proving to be a game changer for our sector, helping us spend less time on desk-based tasks and more time engaging directly with stakeholders and policymakers.

Has AI changing the skills and profiles you hire for?

Yes, absolutely. We’re now looking for policy professionals who are comfortable using AI tools in their daily work, on nearly all desk-based tasks. Platforms like Copilot are demonstrating the ability to increase productivity tenfold. In future, not being able to use AI effectively will be like trying to work without a computer or email today. Candidates who can integrate AI into their workflow will have a clear competitive edge.

Has AI influenced your public affairs team structure, including the types of roles you prioritise and your use of freelancers or contractors?

AI has encouraged us to think more modularly. We’re more open to short-term specialists and freelancers who can plug into projects when needed. At the same time, routine analysis and monitoring tasks once assigned to junior roles are increasingly automated, allowing our team to focus on strategic stakeholder engagement and higher-value policy work.

Is AI as the biggest driver of change in telecoms and infrastructure?

AI is a major driver of transformation, especially in network optimisation and customer experience. But the relationship works both ways, as telecoms infrastructure is also essential for AI’s success. If businesses and individuals don’t have good connectivity, we’ll never be able to fully exploit AI in the whole economy. You need to be able to get online if you want to use any form of AI.

How has AI changed the balance between creativity and performance in your work?

AI has drastically reduced the time spent on drafting, monitoring and analysis. This has freed up time for the team to focus on more creative strategic thinking and direct engagement with stakeholders. AI also gives the team bandwidth to explore new policy narratives and stakeholder engagement strategies that would otherwise be squeezed out by day-to-day tasks that AI can now do.

What changes do you expect in Government Affairs over the next few years because of AI?

I expect much greater integration between government affairs and data teams. AI will make it easier to quantify policy risk, simulate regulatory outcomes and personalise stakeholder engagement. It will also push us to be more proactive, enabling us to anticipate and respond to policy shifts before they happen.

What excites you most about AI and what concerns you?

I’m excited by AI’s potential to make government affairs more evidence-led and responsive. What worries me is the risk of over-reliance, especially if AI tools are used without understanding the political context or stakeholder nuance. Core influencing and persuasion skills will always be essential. My concern is that some of the foundational training in public affairs, like writing briefings and letters, may disappear as AI replaces those early learning experiences. For myself, a lot of what I know now was honed by writing countless letters and briefings.

What’s one piece of advice you’d give to leaders integrating AI in their teams?

AI is powerful and leaders should constantly explore where they can use it more. But it’s just as important that teams understand both its capabilities and its limitation, especially in policy and public affairs, where context and relationships still matter. You need to check everything AI writes as it can sometimes get wildly wrong answers.

Whether you’re hiring top Public Affairs talent or considering your next career move, our team would be delighted to support you.

Peter Ferguson is Managing Consultant in the Public Affairs Practice. Peter advises and supports some of the world’s most renowned communications consultancies, boutique public affairs agencies and global in-house clients.

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.