Stakeholder Mapping

Stakeholder Mapping is the process of identifying, analyzing, and categorizing individuals and groups who have interest in, influence over, or are affected by product decisions. This systematic approach helps product managers understand who matters and how to engage them effectively. The mapping process involves identifying all potential stakeholders, assessing their level of interest and influence, understanding their concerns and motivations, categorizing them for appropriate engagement, and creating engagement strategies. Common mapping frameworks include Power-Interest Grid plotting stakeholders by influence and interest level creating quadrants like Manage Closely for high power and interest, Keep Satisfied for high power but lower interest, Keep Informed for high interest but less power, and Monitor for low power and interest. Other approaches include Salience Model considering power, legitimacy, and urgency, or custom criteria relevant to specific contexts. For each stakeholder or group, document their role and responsibilities, level of influence and authority, interest level and concerns, communication preferences, current sentiment toward product, and recommended engagement approach. Stakeholder categories might include Executive Sponsors providing resources and decisions, Product Champions advocating internally, Influencers shaping opinions, End Users receiving value, Gatekeepers controlling access, and Blockers potentially opposing initiatives. Benefits of stakeholder mapping include strategic engagement based on importance, early identification of potential issues, efficient use of time and energy, reduced surprises from overlooked stakeholders, and stronger relationships through appropriate engagement. The map evolves as people change roles, projects progress, and relationships develop. Best practices include updating regularly as circumstances change, being realistic about influence levels, considering both positive and negative stakeholders, planning specific engagement strategies, and maintaining confidentiality about sensitive assessments. Common mistakes include incomplete stakeholder identification, static maps not updated, treating all stakeholders equally, or creating maps without acting on them. Product managers use stakeholder maps to prioritize communication efforts, plan alignment activities, identify risks and champions, and develop influence strategies. Strong stakeholder mapping enables effective navigation of organizational politics and building coalitions supporting product success.