Stakeholder Mapping

Stakeholder Mapping Game plan to influence stakeholder groups Anand Subramaniam

“ Putting off an easy thing makes it hard. Putting off a hard thing makes it impossible.”
- George Claude Lorimer

Highlights
Stakeholder Mapping - Overview
Stakeholder Mapping - Game Plan

Stakeholder Relationship Management

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

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

Stakeholder Mapping - Overview

Stakeholder Management & Mapping
Identify conflicts / potential conflicts, gaps, contradictions or incompatibilities between stakeholder requirements, so that a reconciliation strategy can be planned
Ensuring ongoing communication, two-way information access, monitor changes in engagement, attitude and/or influence

Stakeholder Engagement Model
Reactive
Companies act only when forced to do so
Inactive
Companies ignore stakeholder concerns
Proactive
Companies try to anticipate stakeholder concerns
Interactive
Actively engage with stakeholder on an ongoing basis of respect, openness & trust
Stakeholder Engagement Model

Stakeholder Position Matrix AUDIENCES
Program Leadership
Team
Project Teams
Supporting Teams
The Board
Senior Executives
Executive Sponsor
Senior Manager
Senior Management Owners
Process Owners
External Customers
Stockholders
Government
Broader Community
Line Managers
Resource Providers
Staff Functions
Internal Customers
All areas of the organisation
that will be affected
UPWARD EXTERNAL PROGRAM INWARD

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

Definition - Primary & Secondary Stakeholders
Primary Stakeholders are those ultimately affected, either positively or negatively
Secondary Stakeholders are the intermediaries in the delivery process
This definition of stakeholders includes both winners and losers, and those involved or excluded from decision-making processes
Key stakeholders are those who can significantly influence, or are important to the success of the project

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

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

Stakeholder Mapping Consideration
It’s never too early to start
Not all stakeholders need to be moved
Stakeholder documents are living things
They can move back as well as forwards
Stakeholder documents can be very sensitive
They are subjective - the more data, the more accurate the assessment

Stakeholder Mapping - Game Plan (Example)

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

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

Building a Matrix
Build a 3x3 matrix (Criticality across the top, Current Orientation along the side)
Cut out paper circles for each group, with the size representing their influence, and position them on the 3x3 matrix
Discuss and rearrange until the team is satisfied that the map reflects the current reality

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

Implication
Finance and the CEO are the biggest allies
Business Unit A is the biggest challenge, with Legal and Automotive Customers close behind
Need to keep Marketing, Business Unit B, and Tax Authorities from becoming problems
Look for ways to make HR and Suppliers at least neutral to the change

Game Plan
Goal
To develop a game plan to appropriately address and influence each stakeholder group
When
Best to take an initial pass very early (during the change effort), and revisit as needed
How
Record each stakeholder’s current orientation and agree on a desired state
Note each stakeholder’s key issues or concerns
Devise a strategy to move each stakeholder toward the current state (or utilise supportive stakeholders to influence others)
Assign responsibility to team members to initiate the strategies

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

“ The wise man does at once what the fool does finally.”
- Baltasar Gracian

Good Luck
http://www.linkedin.com/in/anandsubramaniam

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Stakeholder Mapping

by Anand Subramaniam on Jul 27, 2009

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Stakeholder Mapping — Presentation Transcript