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1、Stakeholder Relationship ManagementContentsBackgroundManaging stakeholders: a frameworkFinancially distressed companiesBusiness integrationImplementing financial reportingBackgroundThe ability to handle stakeholder relationships is an essential part of managing a business, particularly where differe
2、nt stakeholders have equal and opposite power or where the stakeholder has a significant power over the organisation. This paper examines some examples of my experience in stakeholder relationship management and how conflicts were reconciled. I have used particular headings to describe the particula
3、r strategic position of the organisations concerned.I have prepared a separate paper covering the particular circumstances of handling relationships within family owned business.Back to ContentsManaging stakeholders: a frameworkAttitudeForCoalition building Win over / coalitionNeutralbuildingLeave a
4、loneTake out of playAgainstDistract or fragmentLowMediumHighInfluenceThe tool Identify the key stakeholders who might (a) decide on it, (b)influence the decision or (c) help or hinder implementation Assess their influence on this issues alone (someone in category (c) above might have more influence
5、than in (a) sometimes Have an out-of-body experience of where they might be positioned in terms of attitude, given their stakeholder agendas (see force field analysis) Evolve strategies for influencing them or redefining your project to be more acceptable (or both)Use / applications Use for any majo
6、r strategic issue or even tactical issue involving a member of stakeholders Use before, during and after implementation Use it to collect data on where key stakeholders are positioned during meetings / conversations etc Use it to help discuss the otherwise undiscussable, and to help manage upwardsBa
7、ck to ContentsFinancially distressed companiesI have worked for a number of companies in this position. Usually, the nature of the relationship is that you are handling external stakeholders (although internal ones are important too) and usually, they have the power.Ultralife Batteries (UK) LtdThe k
8、ey stakeholder relationship in this position was with the insurance companies. Of course, as the head of finance for the business, there was the usual relationship handling the MD, the senior management team, staff, customers, suppliers, and the US holding company, but the settlement of the insuranc
9、e claims in the most advantageous way was paramount.Of course, an insurance claim of this size and importance is not an every day part of a normal job. Its successful resolution was down to understanding the strategy of the business, the direction it was taking and was being taken by its customers a
10、nd the key drivers of its costs. Enlightening the representatives of the insurers was key.Once the business was up and running again, the difficult process of persuading an insurance company to side with Ultralife was important. With its claims history and the nature of the business, this was never
11、going to be easy. We started by selecting a top drawer insurance broker, Marsh and Maclennan, to represent the business. M&M had to understand what we did in detail and in particular the risk management processes that we implemented and to use this to make our (anonymous) case to the market. The plo
12、y worked. Not only was the insurance premium reduced, but cover was increased.As a footnote to the creativity that is required in this scenario, there is a story of the insurance inspector. The insurers were reasonably happy with our case, but the day came when they had to establish a permanent poli
13、cy and this required a visit from an inspector. The gentleman had a chemistry “A” level, so had some preconceived ideas about lithium (a highly unstable metal that is used in many batteries) and once he was dispelled of these, we undertook a tour of the site. As this progressed, his mood become more
14、 and more positive and at the end I asked if he had ever considered how we disposed of batteries that failed QA. Rightly, we assumed that he hadnt and so we had pre-arranged a demonstration, which proved a resounding success.Back to ContentsSMF DisplaysThe critical relationships to manage here were:
15、 A Board that were shocked and surprised into finding out that they were overseeing a bankrupt business Shareholders who gave up on their investment and were not prepared to make any further cash injection A bank that had a basket case owing several hundred thousand with a risky shot to nothing that
16、 would get the money back The auditors, who had every right to qualify the accounts on at least two grounds and in so doing would undo all of our work Employees who feared for the jobs Customers and suppliers who, respectively, were being asked to shorten and lengthen their credit with the company,
17、and An MD who at a low point asked me why he, as a weekly commuting financially secure family man, was bothering with a bankrupt companyI was not involved in all of the relationship handling, for example the restructuring of the Board that followed this episode. However, using persuasion (of the ban
18、k, creditors and customers), cunning (for a clean audit report), comforting (of staff) and appealing to the MDs better nature, the assignment proved to be a success.Back to ContentsBusiness integrationAgain, I have worked in a number of organisations that had recently acquired another business. Usua
19、lly the relationship is that you are handling internal stakeholder (although external ones are important too) and in a position where you are representing the interests of the new owners as well as supporting the management of the new business.Bookham Technology plcThis role required me to stand in
20、a place that could be awkward: Bookhams VP of Finance: “I want you to be my eyes and ears in the business”. Also, “we have a finance team there who have been made redundant. They dont talk to me any more and we need to get all of their knowledge thats in their heads before the leave”. Bookhams VP of
21、 Manufacturing and VP of R&D: “its great to have a member of my team with your financial and commercial skills and to support me in our dealings with Bookham.The case study, together with acquisition of SMEs, looks at many aspects of this assignment. These two interests are normal for business integ
22、ration assignments.In terms of managing stakeholders, the interests of the 3 VPs could easily conflict, although fortunately they did not. However, there was the interesting scenario of implementing SAP where the VP of IT had not properly considered this subsidiary in the implementation plan and I w
23、as nominated to highlight these difficulties to him. The local VPs were not keen to upset the boat as they were trying to impress Bookhams management, so someone who understood the issue but had no political agenda was needed to forward a proposal.The other difficult part of this was the second half
24、 of the brief made by the VP of Finance, to mend the fence with the finance team, to win their trust and to find out all that they knew. Trust between the VP and the team had completely broken down and Bookham had the risk that a substantial amount of financial knowledge was about to leave the busin
25、ess. Making sure that I was an interim and not part of Bookham was an important part of this process, as was appealing to the teams professional standing, its reputation within Marconi and peoples better human nature won the day.Back to ContentsImplementing financial reportingI have implemented or o
26、verhauled financial reporting systems on a number of occasions, and these are covered in implement and improve reporting and forecasting. However in all reporting, the interests of stakeholders is an important consideration, whether at a strategic or an operational level and whatever the particular
27、strategic circumstances of the organisation.There are 3 key performance indicators that stakeholders seek: Economy. Are we getting the best price? In financial terms, this is often measured against a budget (please note my criticisms of this in alternatives to budgetary control) or a trend in terms
28、of overhead or a bill of materials and accountability through procurement through cost of sales Efficiency. Are we getting the best use of our resources? This is less of a financial measure as it is a measure of how much you get out for what you put in. It considers scrap and waste measures, QA fail
29、ures, re-work statistics. All of these can be measured as a volume or as a value but they need to be benchmarked against history or other people you shouldnt budget to fail! Effectiveness. How good are we at achieving our objectives? Much of this is covered by strategic performance measurement in it
30、s detail, but the important stakeholders for this are the Board, senior management and shareholders. At an operational level, sales management are very interested in this, particularly in customer profitability (which is impacted upon by sales performance as well as by the cost measures in economy a
31、nd effectiveness)In the public sector there is a further “E”, Equity. This is important because a public body needs to be able to demonstrate value for money in the provision of its services. This recognises the fact that public bodies often have two customers those that receive services and the tax
32、payers that fund them and public bodies do not always get this balance right. Measures of equity measure their success in this balancing act. Again, financial measures are difficult to design for reporting “equity”, and of course it may be that you dont want to in measuring the equity of a Fire Service, can you honestly “budget” for a number of fires each year, or road accidents? And if you could, how can you measure the “equity” in these events?Back to Contents
