HOW TO CONDUCT A STAKEHOLDER ANALYSIS

Transcription

1 HOW TO CONDUCT A STAKEHOLDER ANALYSIS By: Scott A. Romeo, MAOM scott@newhorizonconsulting.com President New Horizon International Consulting, LLC No part of this article may be reproduced, stored in a retrieval system or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording or otherwise, without prior written permission of Scott A. Romeo, MAOM. Brief text quotations may be used for educational purposes only.

2 Every organization, large or small, should develop and regularly update a stakeholder analysis. There are many different definitions for the term stakeholder. In fact, the United States government and the government of China have had several meetings and discussions just trying to come to agreement on the definition of the term stakeholder. The most comprehensive definition of a stakeholder seems to be: any entity, internal or external, who could directly or indirectly affect your organization or be effected by your organization. These stakeholders can be assessed in two different ways. A fourquadrant matrix, with internal and external relationships depicted in two quadrants and identification as to whether each stakeholder can have an effect or be effected by the organization, in the other two quadrants. This approach is adequate for merely identification of key stakeholders but not very effective for assessing each stakeholder and determining the potential impact. A more effective model is to use a numerically-based stakeholder analysis that provides the opportunity to assess each stakeholder and the potential impact as well as the ability to design management or mitigation strategies for those stakeholders that numerically warrant attention. Even with a detailed stakeholder analysis, it is still possible that stakeholders can impact an organization in ways that were not anticipated. For example, prior to September 11, 2001, very few U.S. domestic organizations had designed mitigation and contingency strategies for terrorism on U.S. soil. This included the United States government who did not adequately assess the potential impact of terrorism. According to the National Commission on Terrorists Attacks Upon the United States (2004), Since September 11, 2001, securing our nation's transportation system from terrorist attacks has assumed great urgency. On November 19, 2001, the Congress enacted the Aviation and Transportation Security Act, which created the Transportation Security 2 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

3 Administration (TSA) within the Department of Transportation (DOT) and defined its primary responsibility as ensuring security in all modes of transportation. DOT then worked to strengthen security through its modal administrations while simultaneously organizing the new agency to meet the longer-term challenge of implementing security improvements that will not excessively inhibit commerce and travel or interfere with other critical agency missions (para. 2). In fact, not only did terrorists not numerically score as relevant in many stakeholder analyses, the vast majority of stakeholder assessments did not even list terrorists as serious threats. This illustrates the importance to constantly tend to or update an existing stakeholder list to ensure it is up-to-date and truly reflects the potential actions and impacts related to each stakeholder. The purpose for conducting a stakeholder analysis is to identify and assess potential impact and then plan strategies related only to those specific stakeholders that warrant attention. Examples of major stakeholders for a typical for-profit organization might include employees (broken down by category given their potential impact), shareholders, the Board of Directors, banks, competitors, suppliers, etc. It is not unusual for organizations to list hundreds, if not thousands of stakeholders. Stakeholders have to be identified and assessed at the base or root level. For example, in the early to mid 2000s, the United States experienced a housing boom. Developers and construction companies were often selling houses before the buildings were constructed and many people had to place their name in a lottery just to hope to win the opportunity to buy a house. This accelerated building rate, along with the growth of China and India, placed a strain on the cement manufacturing facilities and they were unable to keep up with the demand. There are only 118 cement plants operating in 38 states in the United States (Portland Cement Association, 2008). 3 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

4 Many of the housing developers only listed those organizations who directly had an impact upon them, but failed to seriously consider stakeholders who could indirectly have an affect, such as the raw material providers. Consequently, most did not have a mitigation or contingency strategy in place to react to the cement shortage. An effective stakeholder analysis does not simply identify generic groups or entities; it identifies specific stakeholders because each stakeholder could impact the organization differently or be impacted by the organization differently. For example, Wal-Mart would not just list competitors because each competitor could have a different impact upon the company. Thus, a Wal-Mart stakeholder analysis would include Target, Kmart, Sears and Kroger. This is important because a few years ago Kmart suffered financially and was forced by its creditors into bankruptcy. Billionaire, Eddie Lampert of Greenwich, Connecticut owned 53% of the Kmart stock and 15% of the stock of Sears. He merged Kmart with Sears to form one major company (CNN Money, 2004). Many might find the mention of Kroger to be an interesting stakeholder in the Wal-Mart stakeholder list; however, it is important to note that not only is Wal-Mart in the grocery business, it has surpassed Kroger and has become the largest grocery store in the United States (Callahan, 2003). Wal-Mart has many stakeholder competitors, vendors, suppliers and employee groups. There are other examples of why a micro-approach is needed for conducting a stakeholder analysis, rather than a generic macro perspective. Employees can respond differently within an organization. Examples might include executive management versus new hires or union versus non-union employees. Therefore, a generic heading of employees would not suffice for planning purposes. New hires often respond differently than management and 4 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

5 members of the executive team might respond differently than mid-level management. Consequently, a valid and useful stakeholder analysis must identify each stakeholder at the most specific, base or root level, if not at the individual level. A logical question might be, now that I have identified all of these stakeholders, what do I do with the list? As already indicated, many stakeholder lists have hundreds or thousands of entities identified and it would be very difficult to develop management, mitigation or contingency strategies for all of them, particularly those that probably won t have an impact upon the organization or be impacted by the organization. The list needs to be narrowed or more specific so time is spent only planning for relevant stakeholders. The easiest way to determine which stakeholders need attention is to numerically assess each one on the list. Using an MS Excel spreadsheet with formulas to assess the potential impact and the likelihood, will help determine a value and indicate whether planning needs to be completed. Figure 1 helps illustrates two sample stakeholders and potential impact. The most efficient way to complete the stakeholder analysis is to fill-in the first column by listing any and all entities, internal or external, which directly or indirectly could affect or be effected by the organization the stakeholders. This list may take some time to complete and could consist of many, many entities. Next, it is important to identify the type of impact that could occur. In this column, column two of Figure 1, identification as to whether the impact is positive or negative, internal or external, financial, is indicated. Parameters can be established that are important in terms of identifying the potential type of impact. In Figure 1 positive or negative impact has been used for demonstration purposes. 5 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

6 The third column provides the opportunity to identify exactly what a potential risk might be in relation to that specific stakeholder. It is important to identify what the intended and unintended consequences might be associated with each stakeholder. Completing this step helps identify the potential impact so it can be numerically assessed in the fourth column. Identifying the risks associated with a stakeholder should include obvious risks as well as outside-of the-box thinking as well. A company never knows when its 4 th and 5 th competitors might merge to be the number one competitor. Thus, on a scale from 1 to 10, with 10 representing the highest potential impact, each stakeholder should be numerically assessed. This number should not be arbitrary, but based upon the type of impact and the risks that are present. Identifying a potential risk and related impact is only part of the equation. Predicting the probability or likelihood that a particular stakeholder might have an impact or pose a risk also needs to be assessed. In column 5, the likelihood that a specific stakeholder might be impacted or cause an impact needs to be assessed, on a scale from 1 to 10 with 10 representing the highest likelihood of the risk or impact occurring. This number should occur after considering the risks as well other trends in the industry. When the number in the Potential Impact column is multiplied with the number in the Likelihood column, a product, or Value, is presented in the sixth column. It is recommended that an MS Excel spreadsheet be used to numerically complete the stakeholder impact (a link to one is provided at the end of this article). A formula can be inserted that automatically calculates the product or Value for each stakeholder. This is an important step because not all stakeholders warrant extensive management, mitigation and contingency planning; therefore, a numerically-based product or value helps determine which stakeholders offer the most risk or significant impact. 6 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

7 Again, using an MS Excel Spreadsheet, an if formula can be inserted into the final column under the heading Plan. The formula can be designed depending upon the risk or conservative nature of the organization. For demonstration purposes using Figure 1, the formula might be designed indicating that any value in column six (Value) that is greater than 35 would constitute the need to design management or mitigation strategies and therefore, the word PLAN would appear in the Plan column. The formula might appear as: =IF(J4>=35,"PLAN",""). Stakeholder ABC Widget, Inc. Type of Impact Negative Positive Risk Loss of market share Supplier bargaining power Potential Impact Likelihood Value Plan PLAN Figure 1 Figure 2 below depicts a similar instrument as the one shown above but with slight changes. In Figure 2 the second column heading is E/A. An E is used to illustrate if the organization could have an Effect upon the stakeholder and an A represents a potential impact or Affect the stakeholder could have upon the organization. This is significant because stakeholders often appear in the stakeholder analysis more than one time because the organization could effect the stakeholder and be affected by the stakeholder. 7 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

8 Using the earlier Wal-Mart example, Wal-Mart can effect Kroger (which it has by taking over the spot as the number one grocery store) but Wal-Mart can also be affected by Kroger. If Kroger were to purchase number 3, Albertson s, it might retain the number one slot. Therefore, Kroger would appear on Wal-Mart s stakeholder analysis twice due to the duel possibility of impact. It could effect or be affected by Way-Mart. The Value column in Figure 2 depicts 0 due to the formula existing in the spreadsheet until actual values are entered. The final column heading is Management & Mitigation Plan. Stakeholders may impact an organization either positively or negatively. If the impact could be positive for the organization, such as an opportunity to get a better cost from a supplier, a management plan or approach should be developed to help ensure that the stakeholder impact does occur -- thus, a Management Plan. However, if the impact could be negative or have an adverse affect upon the organization, a Mitigation plan or strategy should be developed to attempt to thwart the potential impact from the stakeholder. Management & Mitigation Plans do not have to be very elaborate and sometimes consist of just a sentence or a few statements to describe a basic strategy to be implemented. As the old adage goes, even the best laid plans sometimes do not come to fruition. Management and mitigation strategies may fail, in which case, it is important to develop back-up or contingency strategies. A contingency strategy is the approach that should be taken if the management or mitigation strategies fail. Figure 3 illustrates a chart to design contingency strategies. Note that in the left-hand column each stakeholder is identified by a specific number, such as 4.1. This number appears in Figures 2 and 3 because Management & Mitigation strategies need to have corresponding Contingency Plans. Thus, whenever the word PLAN appears in Figure 2 of the MS Excel 8 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

9 Spreadsheet, it will also appear in the same corresponding line in Figure 3 of the spreadsheet. 9 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

10 Stakeholder E/A Type of Impact Risk Potential Impact Likelihood 4.1 ABC E Negative Loss of market share Supplier bargaining Widget, Inc. 4.2 E Positive power PLAN Figure 2 Value Management & Mitigation Plan Contingency Planning PLAN Figure 3 10 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

11 Every organization, large or small, should develop a complete stakeholder analysis. This is true of larger, publicly traded companies, who often have thousands of entities on their stakeholder analysis, and smaller, one- or two-person firms with just 50 or more stakeholders. Once the stakeholder analysis is complete, it is easier to conduct a risk assessment and then design specific business strategies for the organization. Until all of the major players (stakeholders) are assessed, it is nearly impossible to develop strategic goals for the organization. If major stakeholders are not considered, even the best plans on paper may fail to be implemented. For a free copy of the MS Excel spreadsheet referenced in Figures 2 and 3, click the following link: 11 Copyright Scott A. Romeo, MAOM. All Rights Reserved.

12 REFERENCES Callahan P., (2003). Organic Consumers Association. WAL-MART, AFTER REMAKING DISCOUNT RETAILING, NOW NATION'S LARGEST GROCERY CHAIN. Retrieved February 11, 2008, from ery.cfm CNN Money. (2004). The Man Behind the Deal. Retrieved February 11, 2008, from National Commission on Terrorists Attacks in the United States. (2004). First public hearing of the National Commission on Terrorist Attacks Upon the United States. Retrieved February 11, 2008, from m.htm Portland Cement Association. (2008). Cement & Concrete Basics: Overview of the Cement Industry. Retrieved February 11, 2008, from 12 Copyright Scott A. Romeo, MAOM. All Rights Reserved.