Stakeholder Relationships Designers appear not have a deep enough conceptualization of their domains to identify intuitive relationships. It seems they need help in realizing the full scope and interconnections within their domains [Anderson 2000 ] [Anderson 2000 ] [Anderson 2000 ]

Outline   Client management issues.   Managing expectations.   Managing suppliers.   A Relationship-Building Process.   Stakeholders: Management versus collaboration

Client Management Issues  Who is the Customer  External customer  Internal customer. This might be your IS manger.  Your customer may be the end user.

Managing Expectations  There are short-term expectations and long- term expectations.  Short-Term expectations can include the following: Sales promises, Marketing, the nature of your products and services and first impression.  Long-term expectations include: innovation in products and services, marketing efforts and long term quality standards.

Managing Expectations Steps to manage customer expectations:  Define customer satisfaction.  Discover the source of the expectations.  Calibrate where you are.  Create action plan.

Managing Suppliers  IS team will have to call upon the services of outside people or organisations to supply specialist services or equipment or to cover a temporary shortfall in the organisation’s own resources.  The two situations that outside suppliers can be used: 1. Where IS team retains direct day-to-day control over supplier’s work. 2. Where a portion of the work is undertaken on subcontract basis by the supplier, with IS manager exercising control on an ‘arm’s length’ basis.

Managing Suppliers  Setting up the contract:  Subcontractor assessment and selection.  The contractual framework.  Monitoring Supplier Performance:  Approval of design, drawings and specifications.  Progress meetings.  Witnessing tests.

A Relationship-Building Process  The acronym "FOSTER" is used to represent the six stages of a relationship- building process. "F" is for establishing a solid foundation, "O" is for organizational alignment, "S" is for stakeholder strategy, "T" is for the process of building trust, "E" is for evaluation and "R" is for repeat, recognizing that the process of relationship-building is continuous.

A Relationship-Building Process  Creating a Foundation: Social Mission, Values and Ethical Principles: clarifying what we think is important in life, our values, and our ethical beliefs, is a necessary prerequisite for building strong relationships with others.

A Relationship-Building Process  Organizational Alignment: The alignment begins with a review of existing internal systems and structures to identify areas where changes are needed.  Essential systems to support collaboration include rewards and recognition; information systems to promote and support dialogue; 360 degree communication to foster cross- functional, multi-level internal partnerships; and training and mentoring to ensure staff have the necessary mindset and skill sets.

A Relationship-Building Process  Develop a Stakeholder Strategy A stakeholder strategy is much like a plan for finding a mate. We assess our current relationships, decide on our priorities, "play the field" to narrow down prospects, and then hatch a plan for getting to know those prospective partners.  companies first inventory and assess their organization's network of stakeholder relationships, define gaps and identify future needs.

A Relationship-Building Process  Build Trusting Relationships Partners must communicate effectively and resolve conflicts, especially about sensitive issues like distribution of rewards and the involvement of host organizations - the "in laws".  Evaluate and Improve Relationships Every once in a while, it is a good idea to ask these questions, Are their needs being met? Are there problems that have been brewing but never talked about or resolved?

Stakeholders: Management Versus Collaboration Stakeholder Management Fragmented Focus on managing relationships Emphasis on buffering the organization Linked to short-term business goals Idiosyncratic implementation dependent on division interests and personal style of manager Stakeholder collaboration Integrated Focus on building relationships Focus on creating opportunities and mutual benefits Linked to long-term business goals Coherent approach driven by business goals, social mission, and values