Framework

Stakeholder power–interest matrix

The question it answers

When launching a project or major change, should the project lead monitor, keep informed, keep satisfied or closely manage each stakeholder, given their power and interest?

Origin
Mendelow, 1981
Diagram type
2×2 matrix
Level of analysis
Firm
Topics
Strategy & leadershipEthics & corporate governance
Chess knight on a glass compass, icon for strategy and leadership

Diagram

Stakeholder power–interest matrix

LowPowerHigh
Keep satisfied

High power, low interest: avoid surprising them.

Manage closely

High power, high interest: involve them early.

Monitor

Low power, low interest: monitor only.

Keep informed

Low power, high interest: keep well informed; they can become allies.

LowInterestHigh

Pitfalls

Pitfall

Mapping once and never updating. A stakeholder's position moves with crises or new regulation.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Mendelow, A.L. (1981) ‘Environmental scanning—the impact of the stakeholder concept’, in Proceedings of the Second International Conference on Information Systems (ICIS 1981), Cambridge, MA.No DOIaisel.aisnet.orgSource page