1. Key Stakeholder Analysis Exercise
<Date>

2. Key Stakeholder
Someone who will affect, or be affected by, the work of the OpEx function based on our vision and strategy.
The focus for this exercise is on key stakeholders outside of the OpEx function, with a particular focus on various categories leadership.

3. Groups from which to Identify Key Stakeholders
Business leaders – who need to understand how OpEx will affect their business
Operations and functional (e.g., corporate functions, supply chain functions, etc.) leaders (at all levels) – who will need to prioritize the implementation of OpEx
Union leadership (if applicable) – who must be willing to show support for OpEx to the workforce

4. Limiting the Focus of This Analysis to Current Scope
<Insert description of current OpEx scope…where in the organization OpEx being implemented and where it is not for the time being>

5. Four Quadrants of Stakeholder Analysis

6. Potential Root Causes for Initial Skepticism/Lack of Buy-In
OpEx as a distraction – the thought process here is that the work of the OpEx function is somehow separate and distinct from the business strategy and will take time and attention away important “core business” matters in order to undertake a bunch of work that has a questionable ROI case
OpEx as a “black box” – the nature of the work being done under the umbrella of “OpEx” and the impact it’s having on the business is unclear or not well understood, which makes it hard to fully support
OpEx as a “Trojan horse” – often a concern for union leadership but can also appear at lower levels within the operations or function leadership ranks, the perception is that the OpEx function exists to drive out waste and inefficiency for the primary purpose of slashing budgets
OpEx as the “flavor of the month” – often deriving from the organization’s previous change history, the belief is that OpEx won’t last because of a lack of sustained organizational commitment

7. Exercise: Brainstorm Stakeholders
List individual leaders within the organization who should be incorporated into the stakeholder analysis

8. Exercise: Stakeholder Analysis
For each leader listed previously, project them into one of the four key stakeholder quadrants
Starting with those in the “high affect-low support” quadrant, conduct a mini-root cause analysis in an effort to understand the likely source of their skepticism. Extend that exercise to the “low affect-low support” quadrant.
Develop an engagement plan with a special emphasis on leaders in the “high affect-low support” quadrant.
Make sure that there is a basic communication/messaging plan in place for all leaders regardless of quadrant

9. Roger Price
Chief Executive Officer
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