Stakeholders Analysis

1. Stakeholders Analysis ETI 6134 Dr. Karla Moore

2. Today’s Lecture • Who are the stakeholders? • Stakeholder Analysis • Stakeholder Analysis Approaches

3. Who are the stakeholders? • People, groups, or institutions with interests in a project. • Primary stakeholders are those ultimately affected, either positively (beneficiaries) or negatively (for example, those involuntarily resettled). • Secondary stakeholders are the intermediaries in the aid delivery process. Stakeholders

4. Business organizations should consistently meet the needs of its stakeholders • Any sub-optimal position suggests that enhancement of business performance is possible in at least two areas: the effectiveness of the routes to achieving those stakeholder needs, and the efficiency of those routes. • The support activities constitute an environment created by the integration and co-ordination of people, processes and places. Stakeholders

5. Stakeholders provide necessary feedback in effective phase-gate product development processes, allowing strategic business units to make key product line decisions on a go/no-go basis, thus optimizing investment in projects with higher probabilities of success. Stakeholders

6. Stakeholder analysis is a tool used to identify and enlist support from stakeholders. • It provides a visual mean of identifying stakeholder support in order to develop an action plan for a specific project. • Stakeholders, while encompassing customers in the traditional sense, also include people who will ultimately share in the product’s use and implementations, through the entire value chain for delivery of the product. Stakeholders Analysis

7. Stakeholder analysis is the identification of a project's key players, an assessment of their interests, and the ways in which these interests affect project risks and viability. • Stakeholder analysis contributes to project design through the logical framework, and by helping to identify appropriate forms of stakeholders’ participation. Stakeholders Analysis

8. Benefits of doing a stakeholder analysis: Organization will be able to: • Draw out the interests of stakeholders in relation to the problems which the project is seeking to address (at the identification stage) or the purpose of the project (once it has started). • Identify conflicts of interests between stakeholders. • Help to identify relations between stakeholders who can be built upon, and may enable "coalitions" of project sponsorship, ownership and cooperation. Stakeholders Analysis

9. Benefits of doing a stakeholder analysis: Organization will be able to: • Help to assess the appropriate type of participation by different stakeholders, at successive stages of the project cycle. • Use the opinions of the most powerful stakeholders to shape their projects at an early stage. Not only does this make it more likely that they will support them, but their input can also improve the quality of their project. Stakeholders Analysis

10. Benefits of doing a stakeholder analysis: • Gaining support from powerful stakeholders can help organizations to win more resources. This makes it more likely that their projects will be successful. • By communicating with stakeholders early and frequently, they can ensure that they fully understand what organizations are doing and understand the benefits of their project. This means they can support the organizations actively when necessary. • Organizations can anticipate what people's reaction to their project may be, and build into their plan the actions that will win people's support. Stakeholders Analysis

11. Stakeholders can be categorized based on their influence/power, stake, and knowledge (Susskind and Larmer, 1999). • Stakeholders with high stakes in the collaborative process, even if they lack any power or knowledge can add legitimacy and community acceptance. SPK Framework

12. Stakeholders with high knowledge can add to the scientific/technical/contextual validity of the analysis, while stakeholders with power (that is mandate or resources) can increase the viability of the process. • Stakeholders with lower stake, power and knowledge can be involved through feedback. SPK Framework

13. Decision-makers (High Stake, High Power, and Differing levels of knowledge) such as representatives that have a mandate to manage some part of the supply chain or a new project, as well as other organizations with mandates over other supply chain interconnected with target system, whose help is required in effectively managing the supply chain. SPK Framework

14. Stakeholders with economic/political influence (High Stake, Medium to High Power, and Differing Levels of Knowledge) such as affected industries, private corporations, landowners, labor unions, and other groups with strong political influence. SPK Framework

15. Knowledge-producers (Low Stake, Low Power, High Knowledge) such as scientists, engineers, and consultants working in academia, technical consulting firms, local, state and federal science agencies, and scientific and technical offices of government agencies that have a stake in the process, but have no specific mandate. SPK Framework

16. Other affected Stakeholders (High Stake, Low Power, and Differing Levels of Knowledge) such as smaller groups of stakeholders directly or indirectly affected by SCM strategies or the proposed project. These can include less organized neighborhood groups, local environmental groups, small business owners etc., depending on the type of supply chain or project that is initiated. SPK Framework

17. Your Suppliers Your Processes Your Customers Inputs Outputs Requirements and feedback Requirements and feedback Stakeholders Where are they?

18. Stakeholder Classification

19. Stakeholder Analysis

20. Stakeholder Analysis

21. Stakeholder Analysis

22. Stakeholder Example Other type of Analysis