Stakeholder mapping, often referred to as Mendelow’s power–interest matrix, is a strategic tool used to identify, analyse and prioritise the individuals and groups that have a stake in an organisation’s activities. Stakeholders can include anyone who is affected by, or has the ability to affect, the organisation’s decisions - such as employees, customers, regulators, shareholders, suppliers and local communities.
At its core, the power–interest matrix helps organisations assess stakeholders along two key dimensions:
- Power — the degree of influence a stakeholder can exert over organisational decisions.
- Interest — the level of concern, engagement or involvement the stakeholder has in the organisation’s activities or outcomes.
The matrix is divided into four quadrants, each guiding how the organisation should engage with different stakeholder groups:
1. High Power, High Interest — “Key Players”
These stakeholders have both significant influence and deep involvement in the organisation. They require close attention and continuous engagement, as they directly shape strategic decisions.
Examples:
- Top Executives: Senior leadership teams, including CEOs and boards of directors, determine strategy, allocate resources and influence organisational culture. They exemplify the key player category.
- Historical example: Steve Jobs, whose direction fundamentally shaped Apple’s evolution and long-term success.
2. High Power, Low Interest — “Keep Satisfied”
These stakeholders possess considerable influence but may not be closely involved in day-to-day operations. They must be kept satisfied to ensure they remain supportive—or at least neutral.
Examples:
- Regulators and Government Agencies: Bodies such as the UK Financial Conduct Authority (FCA) may not constantly engage with organisations, but their regulatory powers can significantly impact operations and compliance requirements.
3. Low Power, High Interest — “Keep Informed”
Stakeholders in this quadrant care deeply about the organisation’s activities but have limited power to influence outcomes directly. Maintaining open communication and acknowledging their concerns is vital.
Examples:
- Local Residents’ Associations: Often involved in planning and development decisions, residents are highly interested in outcomes that affect their community.
- Trade Unions: Groups such as UNISON or the National Education Union (formerly NUT) represent workers' interests, shaping workplace policies even if they lack ultimate decision-making authority.
4. Low Power, Low Interest — “Minimal Effort”
These stakeholders have limited involvement and minimal influence. While they should not be ignored, they typically require only basic monitoring.
Examples:
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General Public: Occasional customers or individuals not directly invested in the organisation may have little impact on strategic direction.
Shareholders in the Matrix
Shareholders can fall into any quadrant depending on the size and personal significance of their investment.
- A major shareholder with a meaningful financial stake and strong personal interest sits in the high power, high interest quadrant.
- A small, diversified investor for whom the shareholding is immaterial may fall into the low power, low interest category.
Why Stakeholder Mapping Matters
Stakeholder mapping equips organisations with a clearer picture of who matters most and how to engage them effectively. It enables leaders to:
- Prioritise communication and relationship-building efforts.
- Identify potential sources of support—or resistance—to major decisions.
- Allocate resources strategically, focusing on the stakeholders who can most influence outcomes.
- Anticipate conflicts or challenges in complex environments.
For example, when facing an environmental issue, a company may choose to heavily engage high power, high interest stakeholders (e.g., regulators, environmental NGOs) as well as low power, high interest stakeholders (e.g., residents directly affected by the issue). Meanwhile, fewer resources would be directed toward groups with little interest or influence.
In Summary
Stakeholder mapping is an essential strategic tool that helps organisations navigate the often complex network of relationships that influence success. By understanding where stakeholders sit within the power–interest matrix, organisations can build stronger, more effective engagement strategies, manage risk and make better-informed decisions.
