As well as listing and analysing your stakeholders it can also be useful to map them visually on a two-by-two Power/Interest Grid. This enables you to look at each stakeholder in terms of their power to influence changes and their level interest in changes brought about by the solution.

For example, a person with high power and high interest will have a significant influence over the adoption and adaptation of your identified solution. In such circumstances, you know you will have to manage these stakeholders closely. How you work with them will depend on their attitude to the new solution, which might range from antipathy to ambivalence to enthusiastic championing. Understanding this means that you can tailor your strategies accordingly.

Use this grid in tandem with the stakeholder matrix above to ensure a strong understanding of who will need to be part of the adoption and adaptation process, and how you need to engage each of them. Try to identify specific individuals as much as possible so that you can be targeted in your engagement activities and be sure to consider both formal and informal power. Identifying who holds that informal power, both in your organisation, and with external stakeholders is often key to achieving effective change