Perspectives on corporate strategy, public affairs, and stakeholder intelligence from the Duke Strategies team.
A major European industrial group faced a severe reputational crisis following environmental compliance failures at multiple production facilities. Negative media coverage escalated rapidly, regulatory investigations were launched in three jurisdictions, and key institutional investors signaled concerns about governance oversight.
Team: Ingo Heijnen, Arien Stuijt
A European technology company was acquiring a US-based SaaS platform in a EUR 450M transaction that required regulatory approval in both the EU and US. The deal involved 800 employees at the target company, intense media interest in both markets, and complex stakeholder dynamics spanning customers, regulators, investors, and two distinct workforce cultures.
A European energy company was preparing a major renewable energy infrastructure program spanning three provinces, requiring engagement with over 500 stakeholders including local governments, environmental groups, landowners, and community organizations. Previous infrastructure projects had faced significant delays due to unexpected opposition coalitions.
A global technology platform faced increasing regulatory pressure in the Netherlands and EU, with proposed legislation that could significantly impact its business model. The company had no established government relations function in the Netherlands and limited understanding of the political landscape and key decision-makers.
When the crisis hit, Duke Strategies did not just manage the media - they helped us understand our entire stakeholder landscape and rebuild trust systematically. Their combination of crisis experience and analytical rigour was exactly what we needed under pressure.
- CEO, European Industrial GroupMost communications advisors we had worked with relied on instinct. Duke brought data. Their stakeholder mapping showed us alliances and opposition risks we had completely missed, and that intelligence was decisive in getting our project approved ahead of schedule.
- Head of External Affairs, European Energy CompanyThe deal was complex - two jurisdictions, 800 employees at the target, and intense media interest. Duke managed every stakeholder group with precision. The fact that we retained 92% of the target workforce speaks to the quality of their employee communications.
- General Counsel, European Technology CompanyWe needed to build government relations in the Netherlands from scratch, and we needed it fast. Duke's political insight gave us credibility we could not have built on our own.
- VP Government Affairs, Global Technology PlatformA selection of recurring themes from Duke Strategies' founders - drawn from public writing, press interviews, and commentary. These are the ideas that shape every engagement.
We scrutinise the motivation behind every strategic choice and advise on the adjustments needed to make those decisions credible and acceptable to internal and external stakeholders - before the communications even begin.
Read the founding interview →Too many companies still try to promote strategically flawed decisions - problematic acquisitions, disproportionate bonuses, unexplainable product choices - and then scramble to repair the damage. Modern stakeholders will not let that pass.
Read on M&A Magazine →Duke's data capability turns complex stakeholder ecosystems into actionable maps. AI-driven analytics identify influence networks, assess sentiment, and anticipate opposition coalitions - grounding strategic advice in evidence rather than instinct.
Read team announcement →In cross-border M&A, Dutch politics, works councils and industry associations increasingly shape the outcome. The lesson from two decades of deal advisory: build the stakeholder coalition long before an unsolicited bid forces your hand.
Read the article →Three-quarters of Dutch institutional investors now treat ESG as decisive. ESG stopped being a disclosure exercise and became a strategic filter for boards, investors, and stakeholders.
Read the perspective →Pre-pack restructurings only work when stakeholders believe in the restart. That belief is not earned by press releases; it is built through meticulous stakeholder scenario planning before the filing.
Read the archive piece →Talk to Duke Strategies about the stakeholder, policy and communications landscape around your next decision.
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