Agenda-setting

Agenda-setting, originating from communication studies, is the strategic ability of actors like industry or media to influence the priority of policy issues. In AI governance, it refers to how AI developers shape regulatory focus on specific risks (e.g., stifling innovation) over others (e.g., algorithmic bias) through white papers and public consultations. For instance, during the development of the NIST AI Risk Management Framework (AI RMF), industry stakeholder input significantly shaped the balance between innovation and trustworthiness. While a normal part of policymaking, excessive industry influence can lead to 'regulatory capture,' where private interests are prioritized over public welfare, potentially conflicting with the principle of stakeholder inclusiveness outlined in risk management standards like ISO 31000.

Enterprises can use agenda-setting as a proactive regulatory risk management tool. The process involves three key steps: 1) **Regulatory Scanning & Issue Framing**: Continuously monitor global AI regulations like the EU AI Act, identify high-impact clauses, and frame them as broader industry concerns (e.g., framing data requirements as a barrier to startups). 2) **Coalition Building**: Collaborate with industry associations to develop unified position papers and draft industry standards, creating collective influence. 3) **Multi-channel Policy Engagement**: Communicate industry standpoints to policymakers through public hearings, written submissions, and media outreach. For example, major tech firms actively participated in the EU AI Act consultations to shape its final text. Successful application can significantly reduce future compliance costs and secure a first-mover advantage in emerging regulatory landscapes.

Taiwanese enterprises face three main challenges in AI policy agenda-setting. First, **Resource Disparity**: Compared to global tech giants, most local firms lack dedicated legal and public policy teams for sustained lobbying efforts. Second, **Information Asymmetry**: Tracking complex international laws like the EU AI Act, with its extraterritorial reach and language barriers, is difficult for companies to manage in real-time. Third, **Cultural Differences in Engagement**: The local industry culture tends to be more reactive to government policy rather than proactively proposing comprehensive regulatory frameworks. To overcome this, enterprises should form industry alliances to pool resources, partner with expert consultants for regulatory intelligence, and assign senior leadership to participate in key governance forums to build direct communication channels with regulators.

Winners Consulting specializes in Agenda-setting for Taiwan enterprises, delivering compliant management systems within 90 days. Free consultation: https://winners.com.tw/contact