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Stakeholder MappingMinimal Effort

Keep SatisfiedKey PlayersKeep Informed

LOW LOWHIGHHIGHLEVEL OF INTERESTPOWERA Stakeholder Matrix has Two Purposes The first purpose is to help you understand the field of playthat is, to understandall the stakeholders' positions on the field as determined by their beliefs related to thetwo axes.

The second purpose is to influence how the game is playedfor example, byemploying one stakeholder to influence another stakeholder with the intent ofmoving the latter into or further towards the upper-right quadrant, which in 2 x 2matrices is the preferred positioning.

To illustrate the second purpose, consider Figure 1, and note the following:

In the upper-right quadrant is a stakeholder (call her "Stakeholder 1") who has a highpowerbase and a strong willingness to change. If you yourself have a strongrelationship with this stakeholder, you are in an advantageous position. Stakeholder 1 has a very strong relationship with a low-power base stakeholder (callhim "Stakeholder 2") in the upper-left quadrant. Stakeholder 2 has an equally strong relationship with a stakeholder (call him"Stakeholder 3") in the lower-left quadrant. Stakeholder 3 presents an enormous problem and a significant vulnerability. He has ahigh powerbase and has very little motivation to change. Concerning Stakeholder 3, only one situation could make matters worse: if you andyour team have no relationship with Stakeholder 3 and therefore have no directinfluence on his beliefs. Assume that such is the case.Stakeholders Primary & Secondary

Primary & Secondary StakeholdersPrimary stakeholders are those ultimately affected, either positively or negatively.Secondary stakeholders are the intermediaries in the delivery process.

Key stakeholders are those who can significantly influence, or the important to the success of the project.

Stakeholder Mapping CEOBusiness Unit AFinance Legal HRBusiness Unit BMarketing Customer Group(s)Supplier Group(s)Regulator(s)AutomotiveIndustryCustomersSheet Metal SuppliersTax AuthoritiesOrganization Map8Stake holderCriticality to successCurrent orientationDegree of influenceKey issues / concernsAssigned toCeoMediumSupportiveLargeStrong need to see initiative succeedInitiative leaderBuss unit AHighResistantLargeConcerned about loss of market shareFinance team memberBuss unit BMediumNeutralMediumConcerned about loss of market shareBus. Unit B team memberMarketingMediumNeutralSmallConcerned about customer reactionMarketing team memberFinanceHighSupportiveMediumLikes savings potentialFinance team memberLegalMediumResistantLargeConcerned about legal action Initiative leaderHRLowResistantSmallConcerned about employee impactHR team memberAutomotive customers HighNeutralMediumMay perceive a loss of serviceMarketing team memberSheet metal suppliersLowResistantSmallWill loss businessBus. Unit A team memberTax authoritiesMediumNeutralMediumWatching for potential shifting of profitsCompliance team member