- Scope. Before you begin to plot your stakeholder map it is vital that you clarify what you will include and what you will exclude. There is a direct relationship between scope and usefulness. The most useful maps have a limited scope and self-evident usefulness. Once you’ve taken the time to clarify your scope, be transparent with others and also welcome queries on it. I have found questions about the limitations of my stakeholder map to be essential to strengthening my continued clarity of purpose and focus.
- Capacity & networks. Understand and be realistic about your capacity to a) draft, b) update and c) maintain your stakeholder map. Each of these areas is made up of several tasks, all of which must be achieved diligently to arrive at and sustain a robust, useful stakeholder map. Before you begin, consider your available capacity (yourself and your wider network) and aim to ensure that any gaps are filled. Over the years I have grown a network of peer reviewers, subject experts, sounding boards and people who send me suggestions for consideration. While as drafter you take sole responsibility for the map that is produced, the most reliable maps benefit from a large network of contributors and reviewers – whether your scale be contained within an organisation, company or sector.
- Literature review. A vital first step in any worthwhile research-based contribution is ensuring that you are up to date on what already exists within the topic, what the existing research covers and the data and information gaps that your research will fill. Years ago, my literature review confirmed that there were no stakeholder maps on South Africa’s energy transition. I couldn’t believe this to be the case, so I extended my search until I could feel fully confident of the usefulness of what I would be contributing.
- Unique perspective. Once you have undertaken a thorough literature review and are clear on the gap that your research will fill, take the time to draw a connection between your personal insight and the stakeholders you will be mapping. Once I made the discovery mentioned above, I considered which unique insights I already had, that would add value to a published stakeholder map on this topic. I realised that my experiences in navigating the public sector were unique and valuable.
- Befriend imperfection. Each stakeholder map, no matter how well-researched, is but a snapshot in time. If the context you are mapping is dynamic, it will never be perfectly accurate. Accept this fact and simply do your best based on your commitment to robust preparation, the ongoing strengthening of your networks and the opportunity to improve that is presented by future updates.
If you work in the South African public or non-profit sector, feel free to reach out if you’d like to schedule time to discuss your stakeholder mapping goals and how I might help you get going.
