## Mendelow's Matrix

Mendelow's Matrix is a grid-based tool for analysing and managing stakeholders by mapping them on two dimensions: Power and Interest.

### The Grid

```

HIGH INTEREST

HIGH POWER [Key Players] | [Keep Satisfied]

─────────────────────────────────────

LOW POWER [Keep Informed] | [Low Priority]

LOW INTEREST

```

Quadrant	Power	Interest	Strategy
Key Players	High	High	Fully engage; seek input; keep informed; top priority
Keep Satisfied	High	Low	Provide regular updates; address concerns; prevent them becoming detractors
Keep Informed	Low	High	Keep informed; leverage their insights and feedback; maintain support
Low Priority	Low	Low	Monitor for changes; allocate minimal resources

### Steps to Apply Mendelow's Matrix

1. Identify Stakeholders — List all individuals, groups, or organisations impacted by or able to impact your project/organisation.

2. Assess Power and Interest

Power: authority, resources, expertise.
Interest: level of involvement, expectations, potential benefits or risks.

3. Plot on the Grid — Place each stakeholder in the appropriate quadrant.

4. Develop Quadrant-Specific Strategies — Tailor engagement approach to each quadrant (see table above).

5. Monitor and Adapt — Stakeholders shift between quadrants as circumstances change; remain flexible and update strategies accordingly.

### Why It Matters

Prevents wasted effort on low-priority stakeholders.
Ensures critical stakeholders (Key Players) are not neglected.
Prevents powerful-but-disinterested stakeholders from becoming detractors if ignored.
Leverages highly interested (but lower-power) stakeholders as champions and information sources.

Worked example

### Example 1

Application (MTP1 Sep 2024, PYQ Jan 2025): A project manager identifying stakeholders for a new ERP implementation would: (i) identify CEO (high power, high interest) → Key Player, fully engage and seek input; (ii) identify CFO who controls budget but isn't day-to-day involved (high power, low interest) → Keep Satisfied with regular financial impact updates; (iii) identify end-users (low power, high interest) → Keep Informed through training and communication; (iv) identify distant regulatory body (low power, low interest in this specific project) → Low Priority, monitor only. Stakeholders may move quadrants — e.g., if end-users organise and resist, their power increases, moving them to Key Players.

⚠️ Common exam mistakes

Mixing up the quadrant strategies — 'Keep Satisfied' is for HIGH power/LOW interest (not low power); 'Keep Informed' is for LOW power/HIGH interest.
Treating the matrix as static — the key insight is that stakeholders MOVE between quadrants and strategies must be updated.
Forgetting to include 'Monitor and Adapt' as a step — the matrix is a dynamic management tool, not a one-time exercise.
Confusing power (ability to influence) with interest (stake in the outcome) — a regulator may have high power but low interest in a specific project.
In exam answers, failing to name all four quadrants and their specific management strategies.

Reference:

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Mendelow's Matrix — Stakeholder Mapping and Management

Worked example

⚠️ Common exam mistakes