STAKEHOLDER MAPPING
TOOL
TOOLS - CHEAT SHEET SERIES
OCTOBER 2025
1
Contents
TOOLS - CHEAT SHEET SERIES
If you would like a guided video of this tool and cheat sheet, please view here.
INTRODUCTION AND RATIONALE
What is it and why do we need it?
INTRODUCTION AND RATIONALE
Why do we need it?
Systems transformation requires coordinated, strategic change across complex and interdependent stakeholders.
To do so, we need to ensure that we do not just see who is in the system but can sense into the relational infrastructure of the system, i.e. not just understand who the stakeholders are, but where they stand in relation to other stakeholders as well.
Stakeholder mapping is essential because it allows us to:
1. Identify stakeholders that are important to and/or can increase TCE’s leverage, agency and capacity in the system. It can also reveal where there might be gaps in our known relationships that may need to be bridged.
2. Improve and round out our understanding
of the system, allowing us to tailor messages and approaches for different groups (e.g., technical vs. community stakeholders).
3. Surface (gaps in) relationships and power dynamics, understand power structures and sources of power (e.g. decision-making, soft, hard, wealth, legislative, etc.) and identify who might be excluded from conversations or outcomes that are critical for systemic change.
4. Build strategic alliances from the start and bring them on the journey, forming coalitions around common goals or complementary strengths and identifying unusual allies (e.g., investors and unions).
5. Support inclusion and equity for those with less formal power into the system and highlight where translation, trust-building, or capacity building is needed.
What is it?
A stakeholder map is a visual or analytical tool used to identify, categorise and understand all the actors (individuals, groups, institutions) who have an interest in or influence over a specific issue, system, or initiative.
It typically includes:
Formats can range from simple influence-interest matrices to more dynamic ecosystem maps that show the connections by which resources and information flow.
When do we use it (in the Step-by-Step process)?
INTRODUCTION AND RATIONALE
The Stakeholder Mapping (SM) tool feeds into and connects with other tools across the Step-by-Step process, as follows:
Step Two
In Step One, SM:
When do we use it?
Stakeholder mapping comes into play in both Step 1 - ‘Gain Clarity’ and Step 2 - ‘Find Leverage’ of the process.
In Step 1, we use this tool to:
In Step 2, we use this tool to:
GETTING TO KNOW THE TOOL:
THE BASICS
Key definitions and terms (1 of 4)
GETTING TO KNOW THE TOOL: THE BASICS
Stakeholder categorisation framework | A co-defined approach of understanding the best way of segmenting or breaking down the system of stakeholders. The goal is to categorise the “representative enough” components within the system that will enable us to break down the relevant stakeholder groups that make up the field of inquiry. Example top-level categorisations or lenses include:
It is worth noting that there may be multiple levels to categorisation, and that it is also possible to mix and match different framing constructs to arrive at the desirable way of ‘cutting’ the landscape of stakeholders. For instance, we could choose to use a matrixed approach and take the value chain lens (horizontal) and pair it with the industry groupings lens (vertical) to begin populating our map. |
Inside-out mapping | This refers to the process by which we build an understanding from “inside-out” (inside being TCE) of the key stakeholders in our system based on TCE’s networks. This is done through conducting qualitative interviews with internal stakeholders. |
Outside-in mapping | This refers to the process by which we build an “outside-in” understanding of the key stakeholders in our system through a set of lenses / categories and break down the stakeholder groups, organisations etc. within the system, applying the relevant criteria and filters to round out our understanding of the landscape. This is done by:
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Key definitions and terms (2 of 4)
GETTING TO KNOW THE TOOL: THE BASICS
Stakeholder groups | Stakeholder groups are a set of organisations that are representative of a common interest/function or share in a common stake, as defined within our chosen categorisation framework. E.g. Within the energy system, you might have operators as a high-level category (see above), and offshore wind operators as one stakeholder group within it. |
Stakeholder organisations | Within a stakeholder group, there will be key organisations that aggregate specific objectives and functions in the system. E.g. In the energy system, within the stakeholder group offshore wind operators, Ørsted could be a key stakeholder organisation. |
Organisational roles | Within stakeholder organisations, there will be key roles that will be more relevant for the functions (note: as defined within the systems boundary tool) you expect or hope the stakeholder would play to create change in the system. E.g. Within the stakeholder organisation, Ørsted, you may believe that a public engagement role would be more relevant in building coalitions for systemic change, hence engaging a Director of Partnerships EMEA. |
Named stakeholders | Organisational roles are held by individuals. There may be a cluster of individuals playing similar roles within organisations, so the relevant factor here would be their personalities, their systems mindsets and willingness to go on the journey with us. |
Stakeholder tiers | Ultimately, these ways of breaking down the components of the stakeholders in a given system leads to a layered understanding of the landscape. In summary, the way we will define our tiers will be as follows:
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Key definitions and terms (3 of 4)
GETTING TO KNOW THE TOOL: THE BASICS
Power / influence criteria | There are different ways to understand power and influence. We recommend two key ways of thinking about power: firstly, in terms of dimensions of power; and secondly, in terms of power structures.
It is important to note that a characteristic of power is that it can be invisible, and that historical power dynamics play a key role in entrenching both formal and informal power structures over time. In these ways, certain stakeholders will hold degrees of privilege over other stakeholders simply by virtue of their historical role in extractivism, colonialism, race, gender, class, ethnicity, nationality. It is our responsibility to ensure we recognise these inequalities and support inclusion and equity through our collaboration with and selection of stakeholders in the system. |
Key definitions and terms (4 of 4)
GETTING TO KNOW THE TOOL: THE BASICS
Interest / alignment criteria | In addition, we are selecting for stakeholders that have a genuine willingness to act, engage or participate in our work to change the system. This also helps us understand and qualify whether an actor’s influence is positive or negative upon the system. The result of using both criteria for the stakeholder selection process is a power-interest grid that allows us to apply the right influence and engagement mechanisms to them (see image). |
Theory of agency | In relation to a stakeholder map, a theory of agency details who has leverageability and why. We will use the selected power-interest criteria and a view of which types of roles will be most relevant to enact change in the system. The way this translates to how we understand change by individual stakeholders is through the 3 Horizons Mindsets framework developed by Bill Sharpe (a helpful tutorial here). |
High level overview
1. Key objectives:
The objectives of the Systems Mapping Tool are to:
GETTING TO KNOW THE TOOL: THE BASICS
2. Outcomes
High level overview
4. Outputs
GETTING TO KNOW THE TOOL: THE BASICS
3. Inputs
GETTING TO KNOW THE TOOL:
HOW TO DELIVER
What to expect
First up, there is no one right way to do Stakeholder Mapping. The particular process we have recommended here has been designed to fit into the step-by-step process.
Firstly, this tool is intended to complement our understanding of system functions (operations, processes and behaviours through which a system operates, i.e. what a system does) identified in the system boundary exercise. In other words, we develop upon it by understanding who executes those functions in the system and how much leverage they have.
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Secondly, this tool has been set up in a way to enable a smooth integration of our understanding of the stakeholder landscape into the systems mapping process, as both tools will be used and developed in a fluid and mutually reinforcing manner.
While we have chosen to reflect the stakeholder map on the systems map (as a specific lens that can be visualised in the broader system), it is worth noting that stakeholders and variables / forces are two different ways (lenses / approaches) to modelling a system which are both complementary and in tension with one another. This point does not negate the critical inputs that the stakeholder mapping process provides to the systems mapping process (i.e. identifying people to interview) but is a fundamentally different way of thinking about things.
Review desk research
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Goal: Develop an initial view and hypothesis of the key actors in the system
Review existing research for potentially important internal (e.g. TCE core project team and support team) and external stakeholders (e.g. TCE partners and other relevant organisations in the initiative inquiry) for consideration.
Prioritise internal stakeholders to interview, according to key areas of expertise.*
Input(s):
Output(s):
*Note. Depending on the organisational dynamics, we recommend considering interviewing key departments who may be required to review or consult on the key outputs at this stage. E.g. external affairs, sustainability committees, etc.
Activity 1
Create inside-out view of stakeholders
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Goal: Get a clear picture of who the organisation thinks the key stakeholders are in the system
Use research to conduct prioritised interviews*. These interviews will cover wider system topics (see systems mapping briefing), but for the purpose of stakeholder mapping, be sure to include:
Conduct the interviews and merge with your existing research, and own knowledge base to form an initial “inside-out” long list of stakeholders/picture of the internal view of the system.
Input(s):
Output(s):
Activity 2
N.B. This is an integrated activity with the systems mapping tool. Given this, we recommend aligning priorities and content with the systems mapper before interviews. We recommend recording these interviews and using an AI tool for transcripts, so this can be provided to the systems mapper as accurate inputs. This will enable a smoother transition from insight to systems map.
Develop draft stakeholder categorisation framework
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Goal: Align on a common language to dissect the stakeholder landscape
From the desk research and internal conversations, a picture should be forming of who the most important key stakeholder groups and organisations are. Based on this and the inside-out view of TCE’s perspective of the known stakeholders and known unknown stakeholders, work together as a core team to agree a stakeholder categorisation framework which can serve us in identifying external stakeholder groups in the system, e.g. value chain focused, etc.
NB. Remember that no stakeholder mapping exercise is exhaustive or perfect; it will always be based on our best attempt at constructing a view of the landscape through a process of categorisation that is “perfectly imperfect”. Hold the categories lightly, and make sure to factor in common strategic geographies or known areas of need to ensure key regions or topics are not overlooked or underrepresented.
Input(s):
Output(s):
Activity 3
Develop “outside-in” view of stakeholders
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Activity 4
Goal: Deepen your understanding of who all the key stakeholders are in the system
Using the categorisation framework as a quality prompt, use an AI tool to probe for a deeper understanding of the key stakeholders in the system. Be sure to consider all essential elements identified within or near the systems boundary to help you probe deeper into the important functions that matter most to your analysis. This may or may not provide a wider and deeper assessment of the full stakeholders to consider, depending on the maturity of existing practices internally.
Input(s):
Output(s):
Priority stakeholder mapping workshop
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Activity 5 & 6
Goal: Develop a set of prioritised stakeholders for interview, based on an agreed theory of agency and prioritisation exercise
Activity 5: In a workshop with the core team, align on the axes and definition of your power and interest framework (e.g. power/influence and interest/alignment) and the criteria that is most relevant to apply to the systems initiative.
Activity 6: Next, apply the power/influence criteria and the interest/alignment criteria to the long list of stakeholders. This should begin to filter the extended list down to a “wide enough” list of priority stakeholders that we can cross reference with the stakeholder organisations. Be sure to not only include top right quadrant to ensure affected stakeholders insights are included. At this point, it is useful to use two lenses when prioritising stakeholders:
1) relevant to help us broaden our systemic understanding of the system; and
2) strategic to engage with for identifying leverage and interventions in the system (Step Two of the Step-By-Step process).
Work to agree on 15-25 key stakeholders that are the highest priority for systems understanding at this stage (strategic stakeholders will be engaged at further stages of the process), and then further prioritise this group in case you cannot reach all stakeholders. This is your “theory of agency” for stakeholders. Note, stakeholder mapping and engagement is not about interviewing everyone, but the right amount of people.
NB. While the set-up of this workshop and its framework may feel detail oriented, the resultant framework can then be reserved for wider internal use.
Input(s):
Output(s):
Naming mapped stakeholders
GETTING TO KNOW THE TOOL: HOW TO DELIVER
Activity 7
Goal: Define named stakeholders from each organisation and transfer into an excel ready for the systems map tool
Work with the core team to identify named stakeholders for each organisation. Note in this process you may find that the organisation has readily available names to engage. Be sure to stress test these names against who would be most impactful to speak to in the organisation, and where necessary invite wider introductions. Where there are gaps, conduct research and seek introductions or prepare for outreach.
Once complete, document these stakeholders (on Excel) including their organisation, organisational roles and names. This will become the systems mappers priority interview list, however this mapping will be considered again later in the programme, when considering the most impactful interventions and how to take action on them.
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