Key Stakeholder Analysis Exercise Date 1 Key Stakeholder

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Key Stakeholder Analysis Exercise <Date> 1

Key Stakeholder Analysis Exercise <Date> 1

Key Stakeholder 2 Someone who will affect, or be affected by, the work of

Key Stakeholder 2 Someone who will affect, or be affected by, the work of the Op. Ex function based on our vision and strategy. The focus for this exercise is on key stakeholders outside of the Op. Ex function, with a particular focus on various categories leadership.

Groups from which to Identify Key Stakeholders 3 Ø Business leaders – who need

Groups from which to Identify Key Stakeholders 3 Ø Business leaders – who need to understand how Op. Ex will affect their business Ø Operations and functional (e. g. , corporate functions, supply chain functions, etc. ) leaders (at all levels) – who will need to prioritize the implementation of Op. Ex Ø Union leadership (if applicable) – who must be willing to show support for Op. Ex to the workforce

Limiting the Focus of This Analysis to Current Scope <Insert description of current Op.

Limiting the Focus of This Analysis to Current Scope <Insert description of current Op. Ex scope…where in the organization Op. Ex being implemented and where it is not for the time being> 4

Four Quadrants of Stakeholder Analysis 5

Four Quadrants of Stakeholder Analysis 5

Potential Root Causes for Initial Skepticism/Lack of Buy-In 6 Ø Op. Ex as a

Potential Root Causes for Initial Skepticism/Lack of Buy-In 6 Ø Op. Ex as a distraction – the thought process here is that the work of the Op. Ex function is somehow separate and distinct from the business strategy and will take time and attention away important “core business” matters in order to undertake a bunch of work that has a questionable ROI case Ø Op. Ex as a “black box” – the nature of the work being done under the umbrella of “Op. Ex” and the impact it’s having on the business is unclear or not well understood, which makes it hard to fully support Ø Op. Ex as a “Trojan horse” – often a concern for union leadership but can also appear at lower levels within the operations or function leadership ranks, the perception is that the Op. Ex function exists to drive out waste and inefficiency for the primary purpose of slashing budgets Ø Op. Ex as the “flavor of the month” – often deriving from the organization’s previous change history, the belief is that Op. Ex won’t last because of a lack of sustained organizational commitment

Exercise: Brainstorm Stakeholders List individual leaders within the organization who should be incorporated into

Exercise: Brainstorm Stakeholders List individual leaders within the organization who should be incorporated into the stakeholder analysis 7

Exercise: Stakeholder Analysis 8 1. For each leader listed previously, project them into one

Exercise: Stakeholder Analysis 8 1. For each leader listed previously, project them into one of the four key stakeholder quadrants 2. Starting with those in the “high affect-low support” quadrant, conduct a mini-root cause analysis in an effort to understand the likely source of their skepticism. Extend that exercise to the “low affect-low support” quadrant. 3. Develop an engagement plan with a special emphasis on leaders in the “high affect-low support” quadrant. 4. Make sure that there is a basic communication/messaging plan in place for all leaders regardless of quadrant

Roger Price Chief Executive Officer roger. price@phase 5 group. com M: 202 -413 -8776

Roger Price Chief Executive Officer roger. [email protected] 5 group. com M: 202 -413 -8776 O: 301 -770 -3002 9