This post is number nine in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with.
The Project Business Model Stakeholder Groups
There is a lot of different stakeholders affecting any project. Sometimes the least interested and powerful end up being the one stakeholder supplying the fuel to light the fire that starts the show, sometimes its the one with the most power that gets to fuel the project and sometimes its the one with the most at stake. Whoever get to fuel the project it is imperative that we get a clear view of the stakeholder groups involved.
You’d put your project(s) in the smallest circle and then you’d use the four defaults as guides as you investigate your own stakeholders. A guiding hand is also given by the sectors at the bottom. Aligning stakeholders with the sectors will give you a way of expressing power, a sense of urgency and legitimacy for the project.
When you work with the stakeholder groups, do so in a workshop format. Give everyone a set of cards containing the above stakeholder groups map where they can outline their own view of the stakeholders. Merge all information from the cards on a wall sized card.
This is as all the work in The Project Business Model a highly participative and visual way of creating the understanding of the project results and effects.
Earlier in the Project Business Model series of posts:
Next in the Project Business Model series of posts:
10. The Project Business Model Stakeholder Impacts