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Handout Stakeholders Analysis, SWOT, TOWS Matrix

The document discusses stakeholder analysis and provides guidance on how to conduct one. It defines stakeholders as those impacted by a project and explains that stakeholder analysis is used to identify stakeholders, understand their interests, assess their importance, and develop strategies to obtain their support. The key steps involve identifying stakeholders, understanding their interests and level of impact, and strategizing ways to gain support and reduce obstacles. Tools like stakeholder maps and SWOT analyses can also be used to further analyze stakeholders. The overall goal of stakeholder analysis is to ensure project success through cooperation between stakeholders and the project team.

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Joey Hernandez
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346 views5 pages

Handout Stakeholders Analysis, SWOT, TOWS Matrix

The document discusses stakeholder analysis and provides guidance on how to conduct one. It defines stakeholders as those impacted by a project and explains that stakeholder analysis is used to identify stakeholders, understand their interests, assess their importance, and develop strategies to obtain their support. The key steps involve identifying stakeholders, understanding their interests and level of impact, and strategizing ways to gain support and reduce obstacles. Tools like stakeholder maps and SWOT analyses can also be used to further analyze stakeholders. The overall goal of stakeholder analysis is to ensure project success through cooperation between stakeholders and the project team.

Uploaded by

Joey Hernandez
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Stakeholder Analysis

What is a stakeholder?
• process of systematically gathering and analyzing qualitative information to
determine whose interests should be taken into account when developing
and/or implementing a policy or program.
Why conduct a stakeholder analysis?
• Use stakeholder analysis to:
o Identify people, groups and institutions that will influence your
project
o Anticipate the kind of influence, positive or negative these groups
will have on your project
o Develop strategies to get the most effective support possible for your
project and reduce any obstacles to successful implementation
o Stakeholder Analysis

Aim: Identify the stakeholders and assess how they are likely to be impacted by
the project

Goal: Develop cooperation between the stakeholder and the project team and,
ultimately, assuring successful project outcome

Who are the potential stakeholders?


• Primary stakeholders:
o Beneficiaries or targets of the effort.
• Secondary stakeholders:
o Those directly involved with or responsible for beneficiaries or
targets of the effort.
o Those whose jobs or lives might be affected by the process or
results of the effort.
• Key stakeholders:
o Government officials and policy makers.
o Those who can influence others.
o Those with an interest in the outcome of an effort.

When should you identify stakeholders?


• In general, stakeholders and their interests should be identified and
involved/addressed as early in the process of the development of the effort
as possible.

Categorizing stakeholder
• Internal Stakeholders
o Within the organization: e.g. employees & management
• External Stakeholders
o Outside the organization: e.g. government & trade associations

The stakeholder analysis process


1. Identify all stakeholders
2. Identify the stakeholder needs and interests
3. Classify groups of interests
4. Identify areas of conflict
5. Prioritize, reconcile and balance stakeholders
6. Align significant stakeholder needs with organization’s strategies and
actions

The tool for take holder analysis

P a g e | 1 CPH (RLE)
Stakeholder Stakeholder Assessment of Potential Strategies
Interest(s) in the Impact for obtaining
Project support or reducing
obstacles

How to conduct a stakeholder analysis?


1. Organize group brainstorming. Identify all the people, groups and institutions
that will affect or be affected by your project and list them in the column under
“stakeholder”
2. Once you have a list of all potential stakeholders, review the list and identify
the specific interests these stakeholders have in your project. Consider issues
like: The project’s benefit(s) to the stakeholder,; the changes that the project
activities that might cause damage or conflict for the stakeholder. Record these
under the column “stakeholder Interest(s) in the project”
3. Review each stakeholder listed in column one. Ask the question: How
important are the stakeholder’s interests to the success of the proposed project?
Assign the following:
A for extremely important,
B for fairly important
C for not very important.
Record these letters in the column entitled “Assessment of Impact”
How to conduct a stakeholder analysis?
4. Consider the kinds of things that you could do to get stakeholder support and
reduce opposition.
• Consider how you might approach each of the stakeholders.
• What kind of information will they need?
• How important is it to involve the stakeholder in the planning process?
• Are there other groups or individuals that might influence the stakeholder
to support your initiative?
Record your strategies for obtaining support or reducing obstacles to your project
in the last column in the matrix

Stakeholder Mapping:

P a g e | 2 CPH (RLE)
Guidance for using Stakeholder map:
• High power, interested people
o These are the people you must fully engage and make the greatest
efforts to satisfy
• High power, less interested people
o Put enough work in with these people to keep them satisfied, but not
so much that they become bored with your message
• Low power, interested people
o Keep these people adequately informed and talk to them to ensure
that no major issues are arising. These people can be often be very
helpful with the detail of your project
• Low power, less interested people
o Monitor these people but do not bore them with excessive
communication

SWOT Analysis
What is a SWOT?
• is a framework for identifying and analyzing the internal and external
factors that can have an impact on the viability of a project, product, place
or person.
• Identifying core strengths, weaknesses, opportunities, and threats lead to
fact-based analysis, fresh perspectives and new ideas.
• invented in the 1960s by a management consultant named Albert
Humphrey

Factors affecting the organizations can be divided into four categories:

When do you use SWOT?


• Explore possibilities to problems.
• Make decisions for your initiative.
• Determine where change is possible.
• Adjust and refine plans mid-course.

Strength
▪ characteristic that adds value to something and makes it more special than
others.
▪ means that something is more advantageous when compared to
something else
▪ Resources, capabilities that will contribute to success

Weakness
▪ Characteristics of the organization that might hinder successful outcome /
reaching goals
▪ Absences of strengths

P a g e | 3 CPH (RLE)
▪ "Flip sides" of strengths
▪ Things to avoid when executing program
▪ Factors contributing to past failures
▪ What other organizations might do better than yours

Opportunities
▪ Environmental factors that might influence/contribute to successful
outcome
▪ Unfulfilled / open niches not served by other programs (unmet customer
need)
▪ Upcoming changes to status quo (regulatory, political, social, etc.)
▪ Chances made possible by unique strengths / eliminating weaknesses
▪ Factors: Political, Economic, Socio-cultural, Technological

Threats
▪ Environmental factors that might prevent successful outcome
▪ Upcoming changes to status quo (regulatory, political, social, etc.)
▪ Factors: Political, Economic, Socio-cultural, Technological

What are the elements of a SWOT analysis?


A SWOT analysis focuses on Strengths, Weaknesses, Opportunities, and
Threats.
Ask participants to answer these simple questions: what are the strengths and
weaknesses of your group, community, or effort, and what are the opportunities
and threats facing it?

If a looser structure helps you brainstorm, you can group positives and negatives
to think broadly about your organization and its external environment.

Listing Your Internal Factors: Strengths and Weaknesses (S, W)


General areas to consider
▪ Human resources - staff, volunteers, board members, target population
▪ Physical resources - your location, building, equipment
▪ Financial - grants, funding agencies, other sources of income

P a g e | 4 CPH (RLE)
▪ Activities and processes - programs you run, systems you employ
▪ Past experiences - building blocks for learning and success, your
reputation in the community

Listing External Factors:Opportunities and Threats (O, T)


Forces and facts that your group does not control include
▪ Future trends in your field or the culture
▪ The economy - local, national, or international
▪ Funding sources - foundations, donors, legislatures
▪ Demographics - changes in the age, race, gender, culture of those you
serve or in your area
▪ The physical environment (Is your building in a growing part of town? Is the
bus company cutting routes?)
▪ Legislation (Do new federal requirements make your job harder...or
easier?)
▪ Local, national or international events

TOWS Matrix
What is a TOWS?
• It is a conceptual framework for a systematic analysis that facilitates
matching the external threats and opportunities with the internal
weaknesses and strengths of the organization
• developed by the American international business professor Heinz Weirich

Strategic questions in making a TOWS


▪ Internal Strengths and External Opportunities (S-O) – how can they use
the strengths to benefit from existing external opportunities?
▪ Internal Strengths and External Threats (S-T) – how can they benefit from
their strengths to avoid or lessen (potential) external threats?
▪ Internal Weaknesses and External Opportunities (W-O) – how can they
use opportunities to overcome the organization's internal weaknesses?
▪ Internal Weaknesses and External Threats (W-T) – how can they minimize
weaknesses and thus avoid potential threats?
References:
Humphrey, A. (2005). SWOT Analysis for Management Consulting. SRI Alumni
Newsletter
Weihrich, H. (1982). The TOWS Matrix: A Tool for Situational Analysis.
http://www.who.int

P a g e | 5 CPH (RLE)

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