I’ve had the pleasure of playing highly strategic roles when a corporate shift is in order, as well as the pain of being left in the dark. As a PR/AR practitioner, I’d have to say that the later is not a good place to be. The role that PR plays when a company determines the need for a major shift is critical and PR-analyst relations should never be considered an afterthought for it can truly hamper the results of the impending programs that follow the transition.

Take for example, company X who is planning a complete shift in a new direction. Involving the AR function early on in the process can help obtain buy in from a whole new set of industry analysts who will quickly become either advocates or naysayers based on the company’s new position. Starting to involve them early in the process can ensure they’ve given their strategic guidance which in turn is more likely to ensure a true advocate. On the flip side, attempting to get them on your side 2 weeks in advance of a major shift can inhibit the positive results you are seeking. Industry analysts will always know more about the space you are in than you will. It’s a fact. Give them a chance to express their opinions and strategic ideas.

When is it time to involve PR and AR? Even when the shift is major and the executives are concerned about news leakage, the PR and AR functions should be treated as a true insiders and alerted as early on as possible. Giving an early “heads up” to these roles can help them better plan for what is to come and can result in a higher rate of success.

So don’t be afraid to bring in your most trusted internal advisors early on. Engage them in the process so that they have time to digest what is changing and are able to effectively communicate those changes when the light turns green.