Investment climate reform in tajikistan

Chart 3: 

Possible stakeholders

Law or  

policy

Ministries

Small  

business

Standards  

bodies

Chambers of 

commerce

International 

institutions

Sector 

associations

Financial 

institutions

Support  

agencies

Donor  

community

NGOs

Large  

business

Task force

Chart 4: 

Stakeholder interest and power 

Low interest -  

high power:

Keep this group  

satisifed as they  

have a potential impact

Low interest -  

low power:

Generally you need to 

dedicate minimum effort 

to this group

LOW

 

POWER 

HIGH

LOW

 

IN

TER

ES

T 

H

IG

H

High interest -  

high power:

These are key  

players in any  

policy development

High interest -  

low power:

Keep this group  

informed of your activities

Step 2. 

Assessing interest and power. Once there is a list of 

stakeholders, the next step is to evaluate them in terms of 

their current degree of interest in your policy and in terms of 

the degree of power or influence they have in one or more 

phases of the policy making and reform cycle. Then map the 

position of each stakeholder in the matrix on the left. 

Bear in mind that at this stage you are looking at the current 

situation, which may be subject to change. Each stakeholder 

will fall into one of the following four boxes, represented 

visually in Chart 3 (left). 

Box A includes stakeholders with a great interest in what 

you are doing but have low power and influence. Certainly 

you need to keep close to this group, ensuring they are kept 

informed about any policies or reforms under development 

and seeking their feedback. For example, these may be the 

very women entrepreneurs whom the proposed reforms will 

affect. 

Box B includes those stakeholders with high interest and high 

power, who are critical for success. You need to ensure that 

they are on board, as they are likely to be key players. 

Box C includes those potential stakeholders who have neither 

great influence nor great interest in the current process and 

are, therefore, generally the least important group for you to 

engage with. 

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EBRD

 | A toolkit for policymakers and advocates

34

Box D includes those stakeholders, who, although they hold 

power and therefore potential influence on the reforms you 

want to bring about, are currently unaware or uninterested in 

the current process. As a minimum you will need to ensure 

that this group is satisfied with what you are doing and 

unlikely to oppose you. At best, you might be able to work 

towards bringing some of them over on to your side. 

Step 3. 

What needs to change? Now that you are clear about the 

current stakeholder landscape, you may think about whether 

this map needs to change. Are there key stakeholders 

with great potential power and influence that are currently 

unaware of what you want to achieve? Or worse, do they have 

both high power and interest but feel that your proposed 

reforms are unnecessary? 

Step 4. 

Desired outcome. Carry out a second mapping exercise 

in which you reflect the desired situation. Look at the 

stakeholders that you need to influence in order to move 

them into the desired box in the matrix. 

Step 5. 

Engagement strategies. Once you have your second map, 

develop strategies to ensure that you achieve your goals in 

terms of influencing key stakeholders. 

LOW