Stakeholder mapping is a process to identify and analyze stakeholders. It involves listing relevant groups, understanding their perspectives and interests, visualizing relationships, and prioritizing stakeholders. Several techniques can categorize stakeholders based on their power, influence, interest and other factors. This helps decision-makers understand which stakeholders support or oppose changes and prioritize engagement strategies. Three common matrices discussed map stakeholders based on power vs dynamism, power vs interest, and power vs legitimacy vs urgency.

1. BY
MOHAMMAD RAMAH ELHADIDY
CHECKED BY
DR. MAHMOUD EL DAMATY
Stakeholder Mapping and
Mangement

2. What is a stakeholder?
 A stakeholder is any person or organization who can be
positively or negatively impacted by , or cause an impact
on actions of a company
 For example: 'People or small groups with the power to
: respond to, negotiate with, and change the strategic
future of the organization' (Eden and Ackermann 1998).

6. Stakeholder Mapping
What Is Stakeholder Mapping?
 Stakeholder mapping is a collaborative process of research, debate, and
discussion that draws from multiple perspectives to determine a key list of
stakeholders across the entire stakeholder spectrum. Mapping can be broken
down into four phases:
1. Identifying: listing relevant groups, organizations, and people
2. Analyzing: understanding stakeholder perspectives and interests
3. Mapping: visualizing relationships to objectives and other stakeholders
4. Prioritizing: ranking stakeholder relevance and identifying issues

7. Stakeholder Mapping
 Several techniques for categorizing stakeholders
 Helps identify which stakeholders may support or
oppose change / organization's actions
 Which stakeholders are the most powerful , have most
influence
 Help decision makers formalize /
priorities strategies

8. The Power / Dynamism Matrix
 Classifies stakeholders in relation to the
POWER they hold and their aptitude for action
( DYNAMISM )
 Can be used to indicate where political effort
should be made before instigating change

9. Stakeholders in groups A & B : are the easiest to deal with
Stakeholders in group C : are important because they are
powerful BUT low dynamism means their reaction is
predictable and expectations can be managed
Stakeholders in group D : need most management attention
because they are powerful and reaction is difficult to
predict . May need to ‘ trial ‘ new strategies with them

10. The Power / Interest Matrix
 Classifies stakeholders in relation to their
power and the extent to which they are likely
to show interest in the actions of the
organization
 Can be used to indicate the nature of the
relationship which should be adopted with
each group

11. Stakeholders in group A : Need only minimum effort in
monitoring
Stakeholders in group B : Should be kept informed as they may
be able to influence more powerful stakeholders
Stakeholders in group C : Are powerful , but level of interest is
low
Stakeholders in group D : Are both powerful and interested .
Their co-operation is of key importance for new strategies

12. The power , Legitimacy and Urgency Model
 Maps stakeholder behavior according to its balance of
three characteristics :
 POWER : Of the stakeholder to influence the
organization
 LEGITIMACY : Of the relation in terms of desirability
or appropriateness ‫مالئمة‬ ‫أو‬ ‫الرغبة‬
 URGENCY : The expectations of the stakeholder in
terms of criticality and time-sensitivity

13.  Stakeholders in groups 1 , 2 , 3 : are sub-divided into
‘DEMANDING’ stakeholders
 Stakeholders in groups 4 , 5 , 6 : sub-divided into
‘DANGEROUS‘ or ‘DEPENDENT’ stakeholders
 Stakeholders in group 7 : have all three characteristics
and should command a high level of management attention
NOTE : management’s assessment of each stakeholders
position is still subjective