• Save
Stakeholder Relationship Management Audit
Upcoming SlideShare
Loading in...5
×
 

Stakeholder Relationship Management Audit

on

  • 18,289 views

Stakeholder Audit - Stakeholder Analysis & Engagement

Stakeholder Audit - Stakeholder Analysis & Engagement

Statistics

Views

Total Views
18,289
Views on SlideShare
18,179
Embed Views
110

Actions

Likes
21
Downloads
0
Comments
0

6 Embeds 110

http://www.slideshare.net 91
https://blackboard.cmich.edu 12
http://www.brijj.com 4
http://webcache.googleusercontent.com 1
https://www.blackboard.cmich.edu 1
http://www.slideee.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Stakeholder Relationship Management Audit Stakeholder Relationship Management Audit Presentation Transcript

  • Stakeholder Relationship Management (SRM) Stakeholder Audit Anand Subramaniam
    • “ The most important ingredient we put into any relationship is not what we say or what we do, but what we are. And if our words and our actions come from superficial human relations techniques (the Personality Ethic) rather than from our own inner core (the Character Ethic), others will sense that duplicity. We simply won't be able to create and sustain the foundation necessary for effective interdependence.”
      • - Stephen R. Covey
  • Highlights
    • SRM – Overview
    • SRM - Audit
  • Stakeholder Relationship Management (SRM) - Overview
  • SRM – Conceptual Overview Stakeholder Relationship Management Stakeholder Analysis Stakeholder Engagement Continuous Improvement Continuous Improvement
  • Stakeholder Prioritisation - Methodology Interest Commitment - secure their interests, as demonstrated in consistent, self-initiated activity
    • Influence
      • Critical - integrity of the business’ value chain
      • Constituency - size / importance they represent
      • Credible – views held by others
      • Capacity - the resources to act
      • Control - direct power over organisation’s interests
      • Connection - access to networks / influence
  • 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
  • CEO – Stakeholders List CEO Governments Internal Stakeholders Suppliers Environ-mentalists Media Trade Association Competition Customers Business Community Local Communities Board of Directors Consumer Advocates
  • Manager – Stakeholders List Manager Subsidiary Manager Related Department Team Manager Government Agencies Other External Groups Customers Boss Boss’s Boss
  • Communication Principles
    • Purpose
      • Ensure consistency in style and approach
    • Objectives
      • Corporate values to be maintained
      • Key messages & communication activities
      • Policies and procedures to which communication activities must adhere
    • Review
      • All communication should be interactive, and audience needs thought through in advance
      • Promote rapid and flexible exchange of information and ideas amongst all stakeholders
      • Specific feedback obtained at the end of every interactions
      • Communicators chosen primarily on the basis of their credibility and their ability to influence
      • Communication built on milestones and successes
      • Communication strategy and implementation to leverage existing communication vehicles and opportunities
  • SRM - Audit
  • SRM - Pre-requisites SRM Prerequisites SRM culture is nurtured Strategy alignment Formalised Imbedded across the organisation Stakeholder Analysis intelligence - defined, implemented & monitored Adequately resourced Centralised and integrated Includes all stakeholders
  • Purpose
    • Organisation is responsive and proactive to its stakeholder needs
    • There is an appreciation of stakeholder risk
    • Commitment to deploy appropriate stakeholder strategies and processes
    • Strategic alignment
  • Stakeholder Analysis (SA)
    • Investigate
      • Adequacy & consistency
      • Universally accepted principles / process
      • SA Methodology utilised
    • Look for
      • Current stakeholder challenges
      • SA methods deployed
      • Adequacy of the SA methods
      • Gaps in the implementation of these methods
      • Utlisation of these methods across the organisation
  • Stakeholder Power / Importance Power of Stakeholder Group Over Organisation Relative Importance of Effectiveness Criterion to Stakeholder Group High Power Low Importance High Power High Importance Low Power Low Importance Low Power High Importance Low High High
  • Stakeholder Engagement
    • Investigate
      • Communication channels used
      • Record of participation
      • Adequacy of all stakeholders representation
      • Record of intelligence gathered and disseminated
      • Strategic alignment
    • Look for
      • Types of channels used for stakeholder engagement
      • Effectiveness of these channels
      • Record of participation and representation
      • Gaps in stakeholder engagement arrangements
      • Gathering of stakeholder intelligence
      • Proactive and reactive methods used
      • Alignment with strategies and initiatives
  • Stakeholder Engagement
    • Focus attention especially on Low Commitment, High Impact
    • Design ways to get those who are against the initiative, or have the most to lose by it, involved in the process.
    • The low commitment, low impact group needs to be kept abreast of what is happening.
    • The high commitment high impact group are the firm allies. Their help should be enlisted to help the low commitment groups get on board.
    • The high commitment, low impact group should be called upon as needed
    Commitment Impact Low High High Focus Keep Informed Involve as Needed Address Concerns Enlist Their Help
  • Integration - Analysis & Engagement
    • Investigate
      • Comprehensiveness
      • Strategic alignment
      • System used to capture Intelligence
      • Operating environment
      • Existence of Stakeholder Relationship Management (SRM)
    • Look for
      • An organisation wide SRM strategy
      • SRM function and reason for existence
      • Systems for managing stakeholder intelligence
      • Proactive management of stakeholder issues
      • Operating environment
  • Integrate - Internal & External Stakeholders Level of impact on the stakeholder group. Stakeholder Group Anticipated Concerns Key concerns and issues of the group The feedback loop to create the continuous conversation with the business
    • Name of the group of stakeholders
    Key Individuals
    • List of the leaders or key influencers in the group, their role and contact information
    The degree to which this group will affect the success of the outcome Critical to Success (L, M, H) Nature of Impact and Timing Description of the impact on the individuals and groups in terms of systems, processes, organisation and the timing of these impact Impact (L, M, H) The level of effort the group will have to invest to support the initiative Effort to Change (L, M, H)
    • “ With ordinary talents and extraordinary perseverance, all things are attainable.”
      • - Sir Thomas Fowell Buxton
    • Good Luck
    • http://www.linkedin.com/in/anandsubramaniam