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© 2010 Massachusetts Institute of Technology Sisto 03.08.10
Assessing Stakeholder Salience
through the
view of
Lean Enterprise Transformation
“Second Principle of Lean Enterprise Thinking:
Identify relevant stakeholders and determine their
value propositions”
Successful Enterprises address intangible aspects
of enterprise transformation: values, knowledge,
assumptions shared by relevant stakeholders
Problem and Motivation
Research Question
Do the most salient stakeholders affect all 8
Enterprise Architecture (EA) views?
Hypothesis I: A stakeholder with high saliency will
affect all 8 EA views – either through power,
legitimacy, or urgency.
Hypothesis II: Saliency is context dependent, hence
stakeholder affect on EA views will change
correspondingly.
Gwendolyn Sisto,
S.M. Department of Aeronautics and Astronautics
Research Advisor:
Debbie Nightingale
USAW Distributors Distributor 1 Leadership Customers Industrial Engineer Colombian Business Bureau US Customs Domestic Shipper IT Contractor Competitors US manufacturing policymakers B2B customers Credit/ banking Instituti ons Sta e o de ap as o Ja ua y 0 0 Artisans Gym Affiliate
Method
Results and Analysis
View prescence
None=0 Moderate=1 Strong=2
Implications and Future Work
The most salient stakeholders are inextricably linked
to the Enterprise’s Architecture. Saliency changes
with architecture state. Stakeholder saliency is a
result of EA. Hence, a Lean Thinking Enterprise’s
stakeholders are a result of its predefined EA.
With respect to holistically understanding the
enterprise, LAI ESAT stakeholder methods produce
results in line with stakeholder theory methods such
as NSSI. Next steps are to conduct a case on an
aerospace enterprise with a slower enterprise clock
speed.
Stakeholder Strategy IT Knowledge Product Policy Process Organization Service Strategy IT Knowledge Product Policy Process Organizat Service
USAW 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 0 Low End 2 2 2 1 1 1 1 0 2 2 2 1 1 1 1 0 High end 2 2 2 1 1 2 1 0 2 2 2 1 1 2 1 2 B2B customers 2 1 1 1 0 1 1 0 2 1 2 1 0 1 1 0 Distributors 0 0 0 0 0 0 0 0 1 1 1 1 0 1 1 0 Distributor 1 0 0 0 0 0 0 0 0 2 1 1 0 1 2 2 0 IT Contractor 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Artisans 0 0 0 0 0 0 0 0 1 2 2 2 1 2 2 0 Industrial Engine 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 1 Leadership 2 2 2 2 1 2 2 0 2 2 2 2 1 2 2 2 CB Bureau 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 Gym Affiliate 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OEM 1 2 1 1 2 1 1 1 0 0 0 0 0 0 0 0 0
Stakeholder Strategy IT Knowledge Product Policy Process Organization Service Strategy IT Knowledge Product Policy Process Organizat Service
USAW 1 0 0 1 0 0 1 0 1 0 0 1 0 0 1 0 Low End 1 2 2 1 1 1 1 0 1 2 2 1 1 1 1 0 High end 2 2 2 1 1 2 1 2 2 2 2 1 1 2 1 2 B2B customers 2 1 2 1 0 1 1 0 2 1 2 2 0 1 1 0 Distributors 1 1 1 1 0 1 1 0 1 1 1 1 0 1 1 0 Distributor 1 2 1 1 0 1 2 2 0 2 1 1 0 1 2 2 0 IT Contractor 0 2 1 0 0 1 0 0 0 2 1 0 0 1 0 0 Artisans 1 2 2 2 1 2 2 0 1 2 2 2 1 2 2 0 Industrial Engine 2 2 2 2 2 2 2 1 2 2 2 2 2 2 2 1 Leadership 2 2 2 2 1 2 2 2 2 2 2 2 1 2 2 2 CB Bureau 0 0 1 0 2 0 0 0 1 0 1 0 2 0 0 0 Gym Affiliate 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 2 OEM 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 State 3 State 4 State 1 State 2
Stakeholder Salience
0
10
20
30
40
50
60
70
80
90
100
1
2
3
4
5
Enterprise State
N
o
rm
al
iz
ed
S
takeh
o
ld
er
S
al
ien
cy
In
d
ex (
N
S
S
I)
USAW
Low End
High end
B2B customers
Distributors
Distributor 1
IT Contractor
Artisans
Industrial Engineer
Leadership
COL Business Bureau
Gym Affiliate
OEM 1
www.ristosports.com
Case Study on Risto Sports
using LAI’s EA framework.
Assess Normalized
Stakeholder Saliency and
map to EA views overtime.
The most salient Stakeholders, in fact, permeate all 8 views, and
saliency is context dependent with enterprise transformation states.
In architecting the future enterprise state, Risto will need to continue
to evaluate stakeholder performance and relevance to EA.
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