Stakeholder Analysis Tool
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________________________________________________________________________________________________________________
Professor Lynda M. Applegate prepared this exercise as the basis for class discussion rather than to illustrate either effective or ineffective
handling of an administrative situation.
Copyright © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call XXXXXXXXXX,
write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu/educators. This publication may not be digitized,
photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School.
L Y N D A M . A P P L E G A T E
Stakeholder Analysis Tool
A stakeholder is any person, group or organizational unit that will be influenced by (or will
influence) the actions you take to accomplish your goals. Stakeholders can be inside or outside your
organization and may have positive or negative interests. For example, some stakeholders may know
that they will receive benefits from an initiative or project. As such, they would be expected to have a
positive interest in your success. Other stakeholders may have concerns that your actions may have a
negative effect on their interests. Finally, some stakeholders may have business interests while others
have personal interests. For example, your success may require that your spouse and family relocate
to another city, which could be considered as either positive or negative.
Review the step-by-step approach below. Then use the tables on the following page to: identify
stakeholders and analyze their interests and expectations; categorize interests and expectations based
on importance; and develop an action plan.
A Step-by-Step Approach
Step 1: Define the new venture, initiative or project you plan to launch or are in the process of
launching. Then, identify key milestones and the timeframe within which each must be
accomplished.
Step 2: List each individual, group, unit, or organization that has a stake in whether you are
successful in accomplishing your goals. These stakeholders may have
Step 3: Identify each stakeholders’ interests and expectations. Put a (+) sign beside those interests or
expectations that are positive and a (-) sign beside those interests or expectations that are
negative.
Step 4: Rate the importance of each stakeholder to the successful accomplishment of your goal.
Step 5: Identify actions you must take to meet, clarify, or realign stakeholder interests and
expectations.
Use the table on the next page to identify key stakeholders and to analyze their interests and
expectations.
For the exclusive use of S. Dossou, 2022.
This document is authorized for use only by Samuelson Dossou in SM1 2022 MGT301 AE taught by
ian powers, Suffolk University from May 2022 to Jul 2022.
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STAKEHOLDER ANALYSIS
Company Name: XXXXXXXXXXReviewer Name: XXXXXXXXXXDate of
Analysis:
Briefly describe the new venture, strategic initiative, or project you would like to
accomplish:
Stakeholder
Interests/Expectations
Put a (+) beside those interests/expectations that you
elieve will have a positive impact on your goals/strategy
and a (-) beside those that you believe will have a negative
impact.
Importance
1=Low
3=Neutral
5=High
Comments:
For the exclusive use of S. Dossou, 2022.
This document is authorized for use only by Samuelson Dossou in SM1 2022 MGT301 AE taught by
ian powers, Suffolk University from May 2022 to Jul 2022.
Stakeholder Analysis Tool XXXXXXXXXX
3
STAKEHOLDER MAP
Company Name: XXXXXXXXXXReviewer Name: XXXXXXXXXXDate of
Analysis:
St
ak
eh
ol
de
In
te
e
st
s
E
xp
ec
ta
tio
ns
Importance
to Success
Low High
Negative
Positive
For the exclusive use of S. Dossou, 2022.
This document is authorized for use only by Samuelson Dossou in SM1 2022 MGT301 AE taught by
ian powers, Suffolk University from May 2022 to Jul 2022.
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STAKEHOLDER ACTION PLANNING
Company Name: XXXXXXXXXXReviewer Name: XXXXXXXXXXDate of
Analysis:
Identify three key issues you need to resolve based on your stakeholder analysis.
Issues
Actions
Comments
For the exclusive use of S. Dossou, 2022.
This document is authorized for use only by Samuelson Dossou in SM1 2022 MGT301 AE taught by
ian powers, Suffolk University from May 2022 to Jul 2022.
Kay Sunderland: Making the Grade at Attain Learning - Brief Cases
________________________________________________________________________________________________________________
HBS Professor Linda A. Hill and writer Heather Beckham prepared this case solely as a basis for class discussion and not as an endorsement, a
source of primary data, or an illustration of effective or ineffective management. This case, though based on real events, is fictionalized, and any
esemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the na
ation.
Copyright © 2011 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call XXXXXXXXXX,
write Harvard Business Publishing, Boston, MA 02163, or go to http:
www.hbsp.harvard.edu. This publication may not be digitized,
photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School.
L I N D A A . H I L L
H E A T H E R B E C K H A M
Kay Sunderland:
Making the Grade at Attain Learning
Kay Sunderland, account director for Attain Learning (Attain), sat in her Brooklyn office furiously
scri
ling notes in the margin of the research report she had just printed out. It was the second week
of January 2011, and Sunderland was preparing for a new client meeting. As she paused to take a sip
of her coffee, her phone vi
ated with an incoming text.
“We have an issue that I need you to deal with. Call me ASAP – Juan Nunez.”
Juan Nunez was the Chief Learning Officer for Sunderland’s most important client, Gramen
Equipment Company. Sunderland quickly called Nunez and was informed that Mike Morgan,
Attain’s content development director, had left several voice mail messages for Nunez. Nunez
politely informed her that he did not have the time or inclination to deal with Morgan’s calls and he
did not want to be bothered by Morgan again.
Sunderland had been focused on another client’s deployment and was not aware of the reason for
Morgan’s calls. She was caught off guard by his actions and was extremely annoyed that he
contacted the client directly. He knew the account director was supposed to be the sole point of
contact with the client. She immediately checked Morgan’s Outlook© calendar and saw he was in a
team meeting for the next hour.
Attain Learning Inc.: Company History
Attain was founded by Caroline Nicholas in 1998 soon after she had completed her MBA at
Columbia University’s Graduate School of Business. Nicholas’s professional background was in
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For the exclusive use of S. Dossou, 2022.
This document is authorized for use only by Samuelson Dossou in SM1 2022 MGT301 AE taught by
ian powers, Suffolk University from May 2022 to Jul 2022.
4289 | Kay Sunderland: Making the Grade at Attain Learning
2 BRIEFCASES | HARVARD BUSINESS SCHOOL
human resources, with a concentration on professional development and training (management bios
for select personnel are located in Exhibit 1).
Attain offered custom business training solutions that combined traditional corporate training
methods with dynamic, multimedia content and case studies. Attain’s main product line focused on
developing financial acumen in non-financial managers. The firm also offered training solutions for
strategy, leadership, communications, presentation, time management, and project management
skills as well as custom new-hire orientation programs. Attain’s financial training program included
online self-paced courses, off-site seminars, facilitated webinars, pre-recorded podcasts, financial
tools/templates, and research reports. Nicholas and her company received considerable media
attention as a result of their engaging and entertaining approach to training. Nicholas’s content
creation staff included MFA graduates from Columbia’s film school and creative writing program.
Due to the relatively young age (median age of 31 years old) and creative backgrounds of many of
the staff members, they were often refe
ed to as the “whiz kids” of corporate training by the
usiness press. Training Industry Quarterly described Attain’s financial training product in a recent
feature article:
Attain Learning is not your typical corporate training experience. This
entrepreneurial-minded firm offers customized case studies that help teach financial
concepts in a relevant and engaging manner. Through a series of video clips,
interviews, actual corporate financial documents and self-paced lectures, participants
are introduced to topics such as financial forecasting, return on investment (ROI)