Game plan to influence stakeholder groups and address

1. Stakeholder Mapping Game plan to influence stakeholder groups Anand Subramaniam

4. Stakeholder Relationship Management

5. SRM – Overview Presentation Focus Stakeholder Relationship Management Stakeholder Mapping Stakeholder Engagement Continuous Improvement Continuous Improvement

6. SRM - Framework Stakeholder Analysis and Mapping Identify key stakeholders Define stakeholders concerns & issues Assess their level of commitment and resistance Communication Strategy and Planning Review methods to inform different groups including timing / frequency Use the communication plan and create continuous dialog with all stakeholders Obtain feedback and involvement Engagement Strategies and Techniques Techniques to involve the stakeholders in the design and implementation Continuous Assessment and Follow through Clarification of roles and responsibilities for SRM Validate & evaluate communication processes

7. Stakeholder Mapping - Overview

11. Stakeholders – Primary & Secondary Secondary Stakeholders Who are indirectly affected Primary Stakeholders Who are directly affected Organisation

13. Stakeholder Map – Primary & Secondary General Public Government Communities Business Groups Activist Group Customers Shareholders Employees Suppliers Media Financiers Distributors Organisation Secondary Primary

14. Stakeholder Mapping High Med Low Level of Power/Influence Opponent Follower Enthusiast Degree of Support Key Degree Impacted by Project High Med Low Cooperation Necessary Desirable Unnecessary 1 2 3

16. Stakeholder Mapping - Game Plan (Example)

17. Organisation Map Bus. Unit B Marketing Finance Legal HR Customer Group(s) Supplier Group(s) Regulator(s) Automotive Industry Customers Sheet Metal Suppliers Tax Authorities Bus. Unit A CEO

18. Example – Current Map Neutral Resistant Neutral Resistant Resistant Supportive Neutral Neutral Resistant Supportive Current Orientation Medium Medium Tax Authorities Small Low Sheet Metal Suppliers Medium High Automotive Customers Small Low HR Large Medium Legal Medium High Finance Small Medium Marketing Medium Medium Business Unit B Large High Business Unit A Large Medium CEO Degree of Influence Criticality to Success Stakeholder

20. Example – Current & Critical to Success Criticality to Success Current Orientation LOW MEDIUM HIGH RESISTANT NEUTRAL SUPPORTIVE CEO Business Unit A Legal Business Unit B Finance Tax Authorities Automotive Customers Marketing HR Sheet Metal Suppliers

23. Example – Issue / Response Strategy Watching for potential shifting of profits Will lose business May perceive a loss of service Concerned about employee impact Concerned about legal action Likes savings potential Concerned about customer reaction Concerned about loss of market share Concerned about loss of market share Strong need to see initiative succeed Key Issues / Concers Inform of initiative and test assumption of neutrality Monitor to make sure they are not actively undermining the effort Marketing to meet with large customers to ensure no negative impact from the effort Monitor to make sure they are not actively undermining the effort Meet with CEO to devise legal strategy Leverage support to reorient Bus. Unit A (and B if needed) Following CEO e-mail, engage to help reorient automotive customers Monitor attitude following CEO e-mail and devise additional tactics if needed Use Finance to educate on positive bottom-line financial impact of this effort Broadcast e-mail from CEO expressing importance of the initiative and re-iterating support Strategy Neutral Neutral Neutral Neutral Neutral Supportive Neutral Neutral Neutral Supportive Desired Orientation Compliance Team Member Neutral Tax Authorities Bus. Unit A Team Member Resistant Sheet Metal Suppliers Marketing Team Member Neutral Automotive Customers HR Team Member Resistant HR Initiative Leader Resistant Legal Finance Team Member Supportive Finance Marketing Team Member Neutral Marketing Bus. Unit B Team Member Neutral Bus. Unit B Finance Team Member Resistant Bus. Unit A Initiative Leader Supportive CEO Assigned to Current Orientation Stakeholder