I can already hear you think, “Oh no, Shweta, not another shiny object in the Brussels policymaking landscape! It’s challenging enough to persuade the powers that be to engage in better social media tactics, creative EP exhibitions, host events that are not just panel discussions, and press releases that are not really press releases. Why are you bringing up gamification? It's going to be so hard to convince my colleagues. Just thinking about it is getting me exhausted.” Remember, every new communication tactic starts as a 'shiny new object"—until it doesn’t.

You've joined an organisation within a niche sector—one with a unique value proposition tailored for MEPs who truly understand its nuances. Yet, despite the wealth of opportunities your sector offers, it often gets overshadowed by "sexier" industries. As you assess your organisation's online presence, you see your organisation's underutilised blog. Recognising the power of storytelling and direct communication, you're poised to revive this dormant asset.

So, the looming question is: Now what?

In the bustling world of EU policy communication, merely thinking of creative strategies like gamification often triggers a wave of skepticism. Are these just flashy gimmicks, or do they genuinely bolster our ability to make a mark and drive influence? As we aim to differentiate our industry from others or to be heard in the already noisy environment, many of us are embracing creativity, not just to boost awareness, but to transform perceptions and mindsets. So why, you might ask, should we not dismiss those who are getting creative and delivering impactful results?

In the strategic corridors of Brussels, where policymaking meets global impact, the role of in-house communicators often goes misunderstood. To some outside our team, our contributions are confined to mere social media management or clerical document handling—yes, including those Excel task docs (that are really templates)—this is a far cry from our true function.

In the intricate ballet of Brussels organisations, where policy-making reigns supreme, there exists a hidden dance of power and control that often goes unspoken or rarely covered by Brussels media houses. After numerous coffee catchups, a Brussels tradition, the number of conversations about people navigating their turbulent environments under leaders whose core skill in policy does not always translate into nurturing leadership is startling. I don’t need to tell you, but this disconnect can foster environments not conducive to collaboration or creativity, subtly encouraging conformity and compliance over what’s best for Europe.

In the complex world of Brussels public affairs, it's not uncommon for policy efforts to be at the forefront of everything we do. The core of our work has traditionally been rooted in policy advocacy and the belief that convincing key decision-makers will bring success to our objectives. But as trade associations grow in influence and ambition, the scope of their impact can—and must—extend beyond policy communication efforts.

In the ever-shifting landscape of online spaces, people’s constantly changing realities are at the core of the work we do. This begs the question of whether the release of data, study reports, etc. should follow the traditional approach to webinars.