How can you map the influence and power of stakeholders in product management?

Stakeholder mapping helps in recognizing power dynamics within an organization, identifying influential figures and decision-makers. It helps in identifying who all needs to be aligned, involved/consulted or informed - thus minimizing surprises from stakeholders later on in the journey.

Dynamic Nature: How do you manage the continuous changes in stakeholder dynamics while keeping the mapping process up-to-date? Diverse Perspectives: How do you align conflicting stakeholder interests or priorities with the product vision? What strategies do you employ to find common ground? Information Accessibility: What methods or tools do you use to gather accurate and comprehensive information about stakeholders? How do you handle data gaps or inaccessible information? Stakeholder Resistance: How do you navigate situations where stakeholders might be hesitant to reveal their true influence or interests? What strategies do you use to gain insights despite potential resistance?

In product management, a stakeholder map is your cheat sheet for understanding who matters most in your product's world. It reveals who has the power and who cares the most, so you can prioritize, tailor communication, and build the right alliances to navigate all the relationships and expectations surrounding your product. It's basically a compass for launching a product that makes everyone happy.

O mapeamento de stakeholders é um processo que envolve identificar, analisar e compreender as partes interessadas (stakeholders) envolvidas em um projeto, organiza??o ou iniciativa. As partes interessadas s?o indivíduos ou grupos que podem afetar ou serem afetados pelos objetivos, atividades e resultados de uma empresa ou projeto. O mapeamento de stakeholders é uma prática essencial para o gerenciamento de relacionamentos e a tomada de decis?es estratégicas.

Navigating the intricate waters of product management is akin to plotting constellations of influence, and stakeholder mapping is the cosmic guide. Imagine it as sculpting a galaxy where each stakeholder is a star, radiating influence. By skillfully mapping this celestial terrain, you not only chart the power dynamics but also harness the gravitational forces steering your product ship. So, embrace stakeholder mapping as your cosmic cartography, allowing you to navigate the product cosmos with astute precision, ensuring your trajectory aligns with the gravitational pull of influential stars in the vast galaxy of stakeholders.

The Influence-Power Matrix is a practical tool in stakeholder management for product success. By systematically evaluating and plotting stakeholders, product managers can make informed decisions, tailor communication strategies, and proactively engage with key influencers. Regular reviews and validations ensure ongoing accuracy and alignment with the evolving dynamics of your product ecosystem.

If you need a simple place to start, the RACI framework is helpful. Define what it means to be Responsible, Accountable, Consulted or Informed in your organization (I.E. who has approver power and how do you capture that approval in your design and Dev process). Then, map out who falls under each category BY PROJECT as it can be different across projects, particularly in larger organizations.

Mapping the influence and power of stakeholders in product management is a crucial step to ensure effective decision-making. Begin by identifying key stakeholders and assessing their level of impact on the product's success. Evaluate their authority, resources, expertise, and relationships within the organization. Consider factors such as their ability to allocate budgets, make strategic decisions, or influence team dynamics. Use tools like stakeholder mapping matrices to visually represent their power and interest in the product. This process helps prioritize engagement strategies, build strong relationships, and navigate the complex web of stakeholders to ensure alignment with organizational goals and successful product outcomes.

I prefer using DACI matrix in the context of product management. Here is what it means: Driver (D): The Driver is the individual or group responsible for leading the initiative or decision-making process. e.g. Product Manager or Customer Support Head for initiative focussed on customer support Approver (A): The Approver has the authority to give final approval or disapproval for the decision/approach. e.g. Customer Support Head to approve changes in process/ tool Contributors (C): Contributors are stakeholders who provide input, expertise, or resources to support the initiative. e.g. UX researchers Informed (I): Informed stakeholders are kept in the loop about decisions and progress but don't necessarily contribute e.g. Sales Head

It depends on the organization and the way you bring things to market. If it's very CS and AM focused, you need to think about how you approach them and get them excited first. That can be a variety of things, not necessarily what you conclude to be 'exciting.' Sometimes, it's keeping them as involved as ever - sometimes, it means telling them at the last second (if that's even possible). I like to make a matrix of stakeholders now and not just play it by 'feel' so I'm a bit more systematic. Usually, it's something along the lines of "Key Players," "Keep Satisfied," "Keep Informed," and "Monitor" so I can make sure that I'm hitting my targets.

1. High power, high interest stakeholders are considered "Key Players" - require significant engagement. 2. High power, low interest stakeholders fall into the "Keep Satisfied" category, necessitating periodic updates to maintain their support. 3. Low power, high interest stakeholders are placed in the "Keep Informed" quadrant, requiring regular communication to ensure they stay engaged. 4. Low power, low interest stakeholders are categorized as "Monitor," requiring minimal effort.

High Influence, High Power (Key Players): Engage and collaborate closely with these stakeholders. Keep them informed and involved in decision-making processes. High Influence, Low Power (Influencers): While they may not have direct control, these stakeholders can influence opinions. Keep them informed and seek their input to gain support. Low Influence, High Power (Keep Satisfied): These stakeholders have the power to impact the project but may not be heavily involved. Keep them satisfied by meeting their expectations. Low Influence, Low Power (Monitor): Monitor these stakeholders but do not invest excessive time or resources unless their influence or power increases.

High Influence-High Power: - Prioritize needs - Keep informed - Seek frequent feedback High Influence-Low Power: - Leverage expertise - Acknowledge contributions - Encourage advocacy Low Influence-High Power: - Monitor closely - Keep satisfied - Manage objections Low Influence-Low Power: - Keep informed - Provide support - Address concerns

List all stakeholders related to your product and define power and influence metrics for each. Place these stakeholders in Matrix, classifying them as follows: * High Power, High Influence: Pivotal stakeholders with the highest authority. Prioritize them first. Place them in the "Manage Closely". * High Power, Low Influence: Important stakeholders with significant power but moderate authority. Prioritize them secondly. Place them in the "Keep Satisfied". * Low Power, High Influence: Stakeholders who are still important but possess less authority. Place them in the "Keep Informed". * Low Power, Low Influence: Stakeholders with minimal influence. Maintain a low profile, but do not ignore them. Place them in the "Monitor".

Using the influence-power matrix in product management is like navigating a complex network. It categorizes stakeholders by their influence and power levels, guiding how to engage each group. High power and influence stakeholders need more attention, while those with less power and influence require minimal effort. This matrix helps prioritize communication and involvement, ensuring efforts are focused where they're most impactful for our e-commerce platform. It's a strategic tool for efficient stakeholder management.

Understands Needs: - Identifies stakeholder needs for alignment with your vision, strategy and product roadmap. Strategic Resource Allocation: - Focuses resources on high-influence stakeholders, preventing wasteful efforts. Effective Communication: - Tailors communication, enhancing collaboration and negotiation. Risk Mitigation: - Identifies and addresses potential conflicts early in the process. Expectation Management: - Customizes approaches to manage expectations and satisfaction effectively

Improved Communication: Understanding the influence and power of stakeholders helps in tailoring communication strategies to address their specific needs and concerns. Risk Management: Identifying key players and influencers allows for better risk management, as potential issues can be identified early and addressed proactively. Resource Allocation: Efficient allocation of resources by focusing efforts on stakeholders with higher influence and power ensures that the most critical relationships are managed effectively.

Stakeholder mapping is pivotal for your product's success. It enables a thorough understanding of stakeholders' needs and aligns them with the vision, strategy, and roadmap. Efficient resource allocation is possible by prioritizing vital stakeholders, avoiding unnecessary efforts on less relevant ones. Effective communication, collaboration, and negotiation are facilitated, reducing the risk of conflicts. Stakeholder mapping becomes a key tool to manage expectations and ensure stakeholder satisfaction, contributing significantly to your product's overall success.

If as a product manager you feel like you keep getting pulled in different directions then stakeholder mapping can help provide relief: 1.You know which emails and slack messages need to be responded to asap 2.When a question is posed to you or your team it helps you find if it is a real question or someone “thinking out” loud 3.You prioritize what problems to solve better because you have more contextual information 4. You get better at filtering out the noise for things that you need to focus on 5. You are better able to manage your energy, time and resources. You know when you need to put in the extra effort

Stakeholder mapping in product management is crucial for understanding influence and power dynamics. It helps prioritize communication and align strategies with key players' interests. Start by identifying all stakeholders, then assess their influence and interest levels. Visual tools like a power/interest grid are effective here. This exercise illuminates who to engage closely, who to keep satisfied, and who to monitor. The real benefit lies in crafting tailored communication and engagement plans, ensuring efficient resource allocation, and mitigating risks. Remember, stakeholder mapping is not a one-time activity but an ongoing process.

Although the stakeholder matrix is advantageous, I've encountered challenges in 1) ensuring all stakeholders remain focused on the customer-centric problem(s) we aim to solve, 2) keeping up with changing stakeholders who change over time, and 3) navigating power shifts, particularly after M&A activities. Furthermore, when joining a mature organization and being new to a company, it's crucial to identify the right stakeholder initially.

Stakeholder mapping is a way to help you make better product management decisions. But sometimes as a product manager you get so involved in managing stakeholders and keeping people happy that you forget why you really took on the role. 1. You stop questioning the status quo and toe the line. 2. Stakeholders opinion become your opinion 3. You start basing your decision on what stakeholders want even if it’s contrary to what the data tells you

Stakeholder mapping is a way to help you make better product management decisions. But sometimes as a product manager you get so involved in managing stakeholders and keeping people happy that you forget why you really took on the role. 1.You stop questioning the status quo and toe the line. 2. Stakeholders opinion become your opinion 3. You start basing your decision on what stakeholders want even if it’s contrary to what the data tells you

The challenge lies in maintaining objectivity and updating the power/interest map as relationships and project scopes evolve. Regular communication and feedback loops are vital to keep your mapping accurate and actionable. This ongoing process helps in managing expectations, aligning goals, and strategically navigating stakeholder dynamics.

In terms of challenges, I encountered conflicting expectations during a product redesign, highlighting the challenge of balancing diverse stakeholder interests. Throughout my experience, challenges in stakeholder mapping have often stemmed from conflicting priorities, incomplete information, or evolving stakeholder dynamics. To navigate these challenges effectively, I emphasize the need for ongoing adaptability and regular forums for open dialogue, fostering a shared understanding among stakeholders.

If you're new to a role in a large complex organisation, your role remit is not narrow focused and there's limited pre-existing knowledge of stakeholders then you should start with mapping your stakeholders, it will help you identify the key players, understand the dynamics of the organisation and establish meaning connections.

Map stakeholder influence by assessing their decision-making authority and impact on the product. For example, in a software project, the CEO might have high influence due to final decision-making power, while a lead developer's influence stems from technical expertise. Use tools like influence grids or relationship maps, assigning levels based on their impact on product decisions and their ability to sway others. Understanding stakeholders' power dynamics aids in effective communication and prioritization within product management.

Considering additional aspects, in a scenario where the product expanded globally, cultural nuances emerged as a vital consideration beyond the influence-power matrix. Beyond the outlined strategies, I believe it's crucial to consider cultural, legal, and ethical aspects for comprehensive stakeholder management. Integrating stakeholder insights into the product development process emerged as a practice I found particularly helpful. This ensures a holistic approach that aligns with diverse perspectives and expectations, contributing to a more inclusive and successful product management strategy.

Mapping stakeholder power: Navigate product decisions with confidence. 1. Identify: List all stakeholders, from executives to users. 2. Analyze: Consider influence (authority, budget control) and power (ability to impact decisions). 3. Map: Plot stakeholders on a 2x2 grid: High/Low Power vs. High/Low Interest. 4. Prioritize: Focus on "High Power, High Interest" stakeholders for active engagement. 5. Strategize: Tailor communication and collaboration based on individual influence and power dynamics.

Stakeholder mapping is undeniably an essential tool for understanding power dynamics, identifying influencers, and recognizing decision-makers within organizations. However, the choice of a method depends on the organization's structure and its decision-making process. For instance: - The Influence-Power Matrix is most effective in hierarchical organizations with strong power dynamics. - The Power-Interest Matrix is well-suited for collaborative or flat organizations. Combining matrices enhances stakeholder analysis, especially in organizations with mixed structures. Above all, it is crucial to note that the selected method for stakeholder mapping depends significantly on the specific goals of the exercise.