The foundations of an effective stakeholder analysis

1. The analysis goes beyond stakeholders and reveals interests 

Many stakeholder analyses get bogged down in: 

• name 

• organisation 

• role 

• influence 

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But SOM centres on the question: 

Why does this stakeholder consider this important? 

A good analysis reveals: 

• interests 

• motivations 

• concerns 

• opportunities 

• success factors 

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Because ultimately, projects are not influenced by stakeholders, but by their interests. 

Check question: 

Can you explain the underlying interest for each key stakeholder? 

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2. The analysis identifies issues ​

Within SOM, issues are the translation of interests into specific topics. 

For example: 

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A good stakeholder analysis shows: 

• which issues are at play; 

• how many stakeholders share the same issue; 

• which issues deserve priority. 

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Check question: 

Can you explain which issues arise when interests are affected? 

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3. The analysis reveals relationships and influence ​

A stakeholder never operates in isolation. 

Within SOM, it is crucial to understand: 

• who influences whom; 

• who follows whom; 

• who shapes public opinion; 

• who has administrative influence; 

• what coalitions exist. 

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It often turns out that a stakeholder with little formal power nevertheless wields enormous influence. 

Check question: 

Do you understand how stakeholders influence one another? 

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4. The analysis helps you make choices and set priorities 

A stakeholder analysis is not a telephone directory. 

The analysis must answer the following questions: 

• Where are the greatest risks? 

• Where are the greatest opportunities? 

• Which stakeholders deserve priority? 

• Which issues require immediate attention? 

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At SOM, it’s all about focus. 

Not everyone deserves the same level of attention. 

Check question: 

If you were only allowed to have three conversations tomorrow, would you know exactly who they should be with? 

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5. The analysis is dynamic and is continuously updated 

This is perhaps the most important point. 

The environment is constantly changing: 

• new stakeholders emerge; 

• interests shift; 

• issues arise or disappear; 

• the political context changes; 

• media attention arises. 

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That is why a SOM analysis is not a report. It is an ongoing working document. 

In fact, an environmental manager should be able to answer the following question at any time: 

What is happening in my environment today that wasn’t happening yesterday? 

Check question: 

Is the analysis actively used and updated, or is it just sitting in a folder on SharePoint? 

The ultimate SOM check