Insight into Internal Cross Functional Stakeholder Engagement. References from online date and my 14 Years professional experience of various roles and dealing with different types of Stakeholders
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Stakeholder Engagement in the Context of Conflict Analysis and InterventionSharon McCarthy
Royal Roads University
Program: Graduate Diploma in Conflict Analysis and Management
Lecture: Stakeholder Engagement, (a how-to guide for undertaking this aspect of project planning)
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Stakeholder Engagement in the Context of Conflict Analysis and InterventionSharon McCarthy
Royal Roads University
Program: Graduate Diploma in Conflict Analysis and Management
Lecture: Stakeholder Engagement, (a how-to guide for undertaking this aspect of project planning)
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
Make proper stakeholder management a habit. Learn more at http://www.infotech.com/research/ss/manage-stakeholder-relations.
As a CIO, you are responsible for addressing a wide variety of competing demands of many different stakeholders.
Stakeholders can be difficult to identify; it is often these hidden stakeholders that can unexpectedly derail your agenda.
Understanding which of your stakeholders are most important and determining the best way to address the needs of each one can be complex and time consuming.
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
In order for employees to be successful at work in the 21st Century, they must effectively use the currency of influence. Persuasion is insufficient. Today's collaborative, participative and changing workplaces require people to promote their ideas and be heard.
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
Make proper stakeholder management a habit. Learn more at http://www.infotech.com/research/ss/manage-stakeholder-relations.
As a CIO, you are responsible for addressing a wide variety of competing demands of many different stakeholders.
Stakeholders can be difficult to identify; it is often these hidden stakeholders that can unexpectedly derail your agenda.
Understanding which of your stakeholders are most important and determining the best way to address the needs of each one can be complex and time consuming.
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
In order for employees to be successful at work in the 21st Century, they must effectively use the currency of influence. Persuasion is insufficient. Today's collaborative, participative and changing workplaces require people to promote their ideas and be heard.
Community and Stakeholder Relations - Event Perspectives SeriesChris Austin MSc MCIM
26 November 2014 - Presentation to MSc International Events Management programme on stakeholder definitions, groups, stakeholder analysis/mapping, engagement with stakeholder and community groups in relation to events.
Negotiation is a process continuously practiced by the law professionals during their career. As a mode of clinical legal education, the law students need to be duly proficient in the art of not only interviewing and counselling of clients, but the entire process of negotiation skill. This presentation is an effort in that direction.
Our lives are filled by negotiation process
Do you believe if everything is negotiable?
This slide will share about:
1. What is negotiation
2. Some powerful negotiation tactics
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
The Better Ways to Improve Your Negotiation SkillsAbhishek Shah
Here are 10 tips you can implement immediately to improve your negotiation skills. Ultimately, the more you improve your negotiation skills, the more likely your sales motivation will improve as well.
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
A School Leader’s Guide to Effective Stakeholder EngagementTanya Paperny
Families, teachers, and communities all have varying perspectives on what
the school year can and should hold for students. School leaders need to
balance these voices in decision-making through effective and authentic
stakeholder engagement.
Stakeholder engagement is essential for school leaders confronting change
and uncertainty. And yet there are better and worse ways for school leaders
to engage stakeholders in their decision-making processes: It’s far too easy to
neglect important groups, spend too much time with some groups and not
enough with others, or fail to take into account how past decisions and
community context may affect the perception of leadership decisions.
“A School Leader’s Guide to Effective Stakeholder Engagement” [LINK TK]
can help school leaders avoid these pitfalls. This slide deck provides an
overview of stakeholder engagement and easy-to-understand steps, and a
linked workbook (on slide 5) provides a resource to support school leaders as
they implement their approach.
Become more politically intelligence in Stakeholder Management
During challenging times there’s pressure on the way we work together and the way that we handle change. Stakeholder management from both the change agent (e.g. a project manager, programme manager, portfolio manager, head of transformation/change, HR Director) and Business As Usual perspectives (i.e. the customers of change programmes) are equally important. Engagement with stakeholders needs alternative strategies to match your unique context. Make yourself less vulnerable to hierarchical power exercised by key players. Stakeholder management skills include analysis, planning, mapping and engagement.
How you are perceived internally depends to a certain extent on how all your stakeholders view your service. Don’t miss out on an influential group just because they are not an obvious counterpart. Use matrix-type thinking to evaluate the impact of each stakeholder segment, and target them according to their influence.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. DEFINITION
WHAT IS STAKEHOLDER????
WHO IS STAKEHOLDER?????
STAKE – A share or interest in a business,
situation, or system / an important part or
share in a business, plan, etc. that is
important to you and that you want to be
successful (Ref - Oxford Advanced Learner's
Dictionary)
HOLDER - a device or implement for
holding something / a person that holds
something (Ref – Google Search)
STAKEHOLDER –
A person with an interest or concern in
something, especially a business / a person
such as an employee, customer, or citizen
who is involved with
an organization, society, etc. and therefore
has responsibilities towards it and
an interest in its success (Ref – Google
Search / Cambridge English Dictionary)
SUPPLY CHAIN STAKEHOLDERS
USER (Indentor & Consumer)
QUALITY FUNCTION
FINANCE
SAFETY
REGULATORY/LEGAL
ADMINISTRATION & HR
SUPPLIERS (Primary & their
Suppliers)
COMMUNITY/SOCIETY
GOVERNMENT
CUSTOMER
4. MANAGEMENT & ENGAGEMENT
What is Stakeholder Management, Engagement & Communication
STAKEHOLDER MANAGEMENT –
The process of forming, monitoring and maintaining constructive relationships with
investors by influencing their expectations of gain resulting from their investment
appropriately (Ref – BusinessDictionary.com)
STAKEHOLDER ENGAGEMENT –
The process by which an organisation involves people who may be affected by the
decisions it makes or can influence the implementation of its decisions (Ref –
Wikipedia)
Communication & Engagement - What is the difference???????
Communication Exchange Information / Influence
Engagement - Involve / Establish Relationship
True stakeholder engagement means developing meaningful relationships which serve
to ensure that you understand and consistently deliver upon their needs and
expectations.
This may seem like an obvious concern, but many managers and business owners fail to
develop the type of relationships required and as such can, on occasion, even be
5. IDENTIFICATION OF STAKEHOLDERS
HOW TO IDENTIFY STAKEHOLDER FOR A PROJECT
who is affected positively or negatively by the
project;
who gains and who loses from it;
who wants it to succeed and who wants it to fail;
who has the power to make the project succeed or
fail;
who makes the money decisions;
who are the positive and negative opinion leaders;
who exercises influence over other stakeholders;
who could solve particular problems;
who controls or provides or procures resources or
facilities;
who has the special skills needed by the project?
WHY IDENTIFY AND ANALYZE STAKEHOLDERS AND THEIR
INTERESTS
It puts more ideas on the table
Expected Challenges/Roadblocks can be
identified Early by the perspective of Effected
Stakeholders
It generates Transparency & gains buy-in and
support for the effort from all stakeholders
It strengthens your position if there’s opposition
It increases the credibility of you towards your
commitment for other circumstances
It increases the chances for the success of your
effort
Please Identify Stakeholders for your
respective Functions
CLASSIFICATION OF STAKEHOLDERS
BASIS ASSOCIATION
INTERNAL
EXTERNAL
BASIS BENEFIT
PRIMARY STAKEHOLDERS - are
those who stand to gain
something – services, skills,
money, goods, social connection,
etc. – as a direct result of the
effort
SECONDARY STAKEHOLDERS -
include individuals that live with,
are close to, or care for the
Primary Stakeholders, and those
that offer services directly to them
6. MAPPING OF STAKEHOLDERS
Ref – Community Tool Box - http://ctb.ku.edu/en/table-of-contents/participation/encouraging-involvement/identify-stakeholders
QUADRANT -2 - Defenders have a vested interest and
can voice their support in the community, but have
little actual power to influence the effort in any way.
You can keep them informed. Can Lobby and create
Hurdles and better to keep them on Board
QUADRANT -3 - Apathetics have little interest and little
power, and may not even know the effort exists.
They need little or no management. Keep them
sporadically informed by newsletter or some similar
device, and don’t offend them
QUADRANT -1 - Promoters have both great interest in
the effort and the power to help make it successful (or
to derail it).
They need to be treated as potential allies, and their
concerns should be addressed to the extent possible
without compromising the effort.
QUADRANT -4 -Latents have no particular interest or
involvement in the effort, but have the power to
influence.
If they begin to voice opposition, then your first
attempt might be at conversion or neutralization,
rather than battle. If you can shift them to the
promoter category, you’ve gained valuable allies.
Q-4 – High
Influence/
Low Interest
Q-1 – High
Influence/
High Interest
Q-3 – Low
Influence/
Low Interest
Q-2 – Low
Influence/
High Interest
INFLUENCE / EXPERTISE
INTEREST/WILLINGNESS
Map is not Static, Changing Events/Situations
can mean Stakeholders can move around the
Map with consequent Changes
7. STAKEHOLDER ENGAGEMENT PROCESS &
TACTICS
MENTOR /
APPROVALS
ENGAGE /
PARTNER
INFORM
INTERACT /
ONBOARD
INFLUENCE / EXPERTISE
INTEREST/WILLINGNESS
KEY GUIDELINES FOR EFFECTIVE ENGAGEMENT
Treating with respect
Setting Clear Goals and Objectives
Share stakeholder Expectations & Agreeing on Deliverables
Define roles and responsibilities for implementation,
milestones, and a realistic timeline for completion
Brainstorm & Allow for equal contribution
Focus the discussion
Engaging all in decision-making
Providing whatever information, training, mentoring, and/or
other support so that they stay involved
Manage cultural dynamics
Mitigate tension & Compromise
Document the engagement
Ref – Community Tool Box - http://ctb.ku.edu/en/table-of-contents/participation/encouraging-involvement/identify-stakeholders
KEY SKILLS REQUIRED FOR
STAKEHOLDER ENGAGEMENT
Communication
Prioritization
Negotiation
Empathy
Innovativeness
Proactiveness
STAKEHOLDER ENGAGEMENT PLAN
Determine engagement objectives
Identify stakeholders
Develop plan for engagement
Implement plan
Evaluate effectiveness of implementation
Revise based on stakeholder feedback
8. STAKEHOLDER ENGAGEMENT CHALLENGES
& REVIEW
REVIEW QUESTIONS
Did you identify right Stakeholders?
Did you improve involvement of
apprehensive Stakeholders?
Were you successful in keeping people
involved?
Did you take care of Interrelationships of
various Stakeholders
Did you provide any training or other
support? Was it helpful?
Did your stakeholder analysis and
management efforts have the desired
effect? Were they helpful?
Did stakeholder involvement improve the
work, effectiveness of the effort?
Did you deliver the desired outcome?
Did you improve Trust and forge long term
relationship with all members?
Ref – Community Tool Box - http://ctb.ku.edu/en/table-of-contents/participation/encouraging-involvement/identify-stakeholders
CHALLENGES
Time Consuming
Increased Training &
Resources
Multi-Tasking
Using Policy as Stick
Egoistic Positions
Over-Competitiveness
Personal Bias
Bureaucracy
Lack of Ownership
Availability
Slow Starter
Increased
Documentation
Different Understanding
Not fully Representative
Improper
Communication
9. As mentioned Engagement is gradual process and if executed fairly and consistently then
involvement/commitment of various stakeholder gradually improves as mentioned in above graph
of commitment Curve.
Purpose was to emphasise the importance of building strong relationships with the key
stakeholders in our business and Functions & refocus our thinking about how we currently engage
with them so that we maximize the strategic returns generated from our relationships with them.
Undoubtedly, what has been presented here was not entirely new to us, but very often the day to
day pressures of running your operation can cause us to lose focus on important issues such as
COMMITMENT CURVE
10. THANKING ALL FOR VIEWING
I would like to mention that references have been taken from various online
sites such as Wikipedia, Oxford Business Dictionary, Community Tool box
etc.
I have tried to collate and present basis above references and my
experience of having worked in various functions at various roles with
exposures to stakeholders of different types.
Thanking once again
Please feel free to reach me on
Linked In Profile - http://in.linkedin.com/in/chandanshirbhayye
Twitter - Chandan Shirbhayye @CShirbhayye
Skype - chandan.shirbhayye