Strategic Dimension 5

1. Strategic Dimension 5 Stakeholder mapping

2. In this workshop you will • Understand the importance of stakeholder engagement and management. • Develop a stakeholder map.

3. Who should we involve in the process? • Visions cannot be built and achieved in isolation. Early identification and involvement of key stakeholders is critical. Some stakeholders can offer direct assistance, others only need to be in the communication loop. • It is important that you: • Identify who should be involved in your vision (stakeholder identification) • Understand who can best help you achieve your visions (stakeholder engagement) • Identify which stakeholders need careful management (stakeholder management)

4. Who is a stakeholder? End users Idea owners Success Quality assurers Vision team

5. Who is a stakeholder? • Idea owners: The creators and drivers of the vision. This could be faculty, students, management, or a mixture of stakeholders. • Vision team: The team who will oversee the planning, implementation, and successful delivery of the project. Probably a small to medium group of 10 to 15 people representing all stakeholders. • End users: The ultimate beneficiaries of the innovation. This is most often student users, but potentially a wider body such as schools and employees. In the longer term vision, this is also the economic future of society and the country. Not all groups will necessarily be supportive of your plans. • Quality assurers: This could be an objective, often a high level group, who ensures that innovations are delivered with appropriate intentions. Beware that anyone connected with your institution may assume a role as an informal quality assurer!

6. ACTIVITY: Stakeholder mapping • Remember that much of the information you produce in this task will be confidential—keep it safe. • Summarize the names and categories of people for each stakeholder group—vision team members, end users, idea owners, and quality assurers. • Plot the position of groups on the stakeholder matrix. • On another matrix, plot the position of individuals, particularly those who could become informal quality assurers.

7. ACTIVITY: Stakeholder mapping • Use different colors for each group and individual to show their potential level of influence on others. Use red for very influential, amber for fairly influential and green for not influential. • Draw linking lines between these groups and individuals to visualize relationships, again using red for a strong relationship, amber for a fairly strong relationship, and green for little or no relationship • See the following examples.

8. Stakeholder matrix Contribution Vision team Quality assurers (formal) Idea owners End users Quality assurers (informal) Quality assurers (informal) Negative Positive

9. Stakeholder matrix Contribution Dean Vision team Head of Faculty Lecturer (full time) Board member End users Quality assurers (informal) Quality assurers (informal) Negative Positive

10. Stakeholder matrix Contribution Dean ICT partners Deputy Head of Faculty Lecturer (full time) Board member Partner schools Lecturer (part time) District Student (lower years) Student (upper years) Admin staff Local resident Negative Positive

11. Stakeholder matrix Contribution Dean ICT partners Deputy Head of Faculty Lecturer (full time) Board member Local business Lecturer (part time) District Student (lower years) Student (upper years) Admin staff Local resident Negative Positive

12. Stakeholder management • Once you have identified all your stakeholders and mapped their relationships, importance and potential commitment to success you will be able to do the following: • Approach them for their involvement understanding what it is you need from them • Identify which stakeholders you need to listen to most • Identify which stakeholders you need to ensure are on your side • Identify areas in which you need to build better relationships

13. Building Public-Private Partnerships • There is growing belief that no one sector can effectively bring together the resources and capability to address or resolve the social and development issues we are facing ,so working together across sectors is critical. These are called Public Private Partnerships. (See the TEI document for more details) • There are many private corporations that have the resources and desire to undertake social responsibility and could be a valuable partner for the successful implementation of your institute’s vision for technology. • Include them in your stakeholder map and think about how you might mutually benefit from a relationship. See the examples on the next slide.

14. Examples • Could your faculty help a technology company to trial, review and evangelize their products? • Could your faculty staff train other institutes on a certain technology product therefore building your reputation as a center of excellence whilst also spreading the market share for your technology partner? • Could you provide contextualized research and development expertize to support your technology partner in building their product range? • Could you provide access to schools and students to further enhance your technology partner’s market share and potential audience?