Defining strategic direction at a policy inflection point
Turning stakeholder insight into practical strategy for the next phase of land reform
Public sector / natural economy
Scotland
- Stakeholder insight
- Strategic positioning
- Public affairs
The Scottish Land Commission (SLC) entered 2026 at a pivotal moment. The Land Reform (Scotland) Act 2025 had expanded its remit – introducing new regulatory and enforcement powers – while expectations from government and stakeholders continued to grow.
To shape its next strategic plan, SLC needed a clear, evidence-based understanding of how it was perceived by senior external stakeholders, particularly around credibility, independence, and its evolving role in a more contested policy environment.
Insight designed for decisions
Aspect’s External Affairs team designed a focused perceptions audit to generate candid, decision-grade insight – not just feedback, but intelligence that could directly inform SLC’s next strategic phase.
The emphasis was on uncovering what truly matters to stakeholders and translating that into practical, actionable recommendations. This ensured the Commission’s future strategy would be grounded in external reality and aligned to the expectations shaping its operating environment.
Confidential, senior stakeholder engagement
Conducted in-depth interviews with senior leaders across government, land management, community and environmental sectors – targeting those with real influence over SLC’s operating context.
Insight to recommendation pipeline
Structured analysis around clear themes, risks and opportunities – explicitly linking stakeholder perspectives to practical recommendations for SLC’s next strategic planning period.
Chatham House Rule methodology
Applied strict confidentiality to enable open, unguarded discussion – creating the conditions for stakeholders to move beyond formal positions and articulate underlying concerns, tensions and expectations.
Board-level translation and facilitation
Delivered findings through a strategic report and facilitated session with the SLC Board – helping the leadership interrogate the implications, align on priorities, and discuss translating insight into action.
Project highlights
Chatham House engagement with a senior stakeholders revealed nuances not visible through formal consultation, particularly around independence, influence, and the risks tied to SLC’s new regulatory role.
The work didn’t stop at diagnosis. It equipped SLC with a clear set of practical considerations – spanning remit, credibility, stakeholder engagement and future positioning – to inform how its next plan should be shaped.
Clarity at a critical moment
- Delivered a clear, candid view of SLC’s external positioning at a critical moment of institutional change
- Identified core strategic tensions – including balancing thought leadership with enforcement, and maintaining perceived independence from government
- Produced a structured set of practical recommendations directly informing SLC’s next strategic planning phase
- Enabled board-level discussion grounded in real stakeholder expectations, supporting more confident and aligned decision-making
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Peter Smyth
External Affairs Director