Assessing Stakeholder Salience through the
view of Lean Enterprise Transformation
Gwendolyn Sisto, S.M. Department of Aeronautics and Astronautics
Research Advisor: Debbie Nightingale
Successful Enterprises address intangible aspects
of enterprise transformation: values, knowledge,
assumptions shared by relevant stakeholders
Research Question
Sta e o de
ap as o Ja ua y 0 0
Current to Future State Stakeholder Value Delivery
High
Customers
Artisans
Artisans
Distributors
USAW
Gym
Affiliate
Distributor 1
Leadership
Credit/
banking
Instituti
ons
B2B
customers
Domestic
Shipper
Competitors
Colombian Business
BureauLeadership
Low End
Customers
Distributors Distributors
Distributor 1
Low End
CustomersGym
Gym
Affiliate
AffiliateColombian Business
Bureau
USAW
IT Contractor
Industrial
Engineer
US
Customs
Artisans
USAW
Distributor 1
Colombian
Business
Bureau
US
manufacturing
policymakers
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.
Industrial engineer
High End High End
B2B
Customers Customer
B2Bs
Leadership
Key:
Present State, EA State 4
Future State, EA State 5
Low
High
Relative Importance to Enterprise
EVSMA 1.0 - For LAI Member Use Only © Massachusetts Institute of Technology 2005
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.
Method
Case Study on Risto Sports
using LAI’s EA framework.
Assess Normalized
Stakeholder Saliency and
map to EA views overtime.
www.ristosports.com
http://lean.mit.edu
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.
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.
Stakeholder Salience
Stakeholder
Strategy IT
USAW
1
0
Low End
2
2
High end
2
2
B2B customers
2
1
Distributors
0
0
Distributor 1
0
0
IT Contractor
0
0
Artisans
0
0
Industrial Engine
0
0
Leadership
2
2
CB Bureau
0
0
Gym Affiliate
0
0
OEM 1
2
1
Stakeholder
Strategy IT
USAW
1
0
Low End
1
2
High end
2
2
B2B customers
2
1
Distributors
1
1
Distributor 1
2
1
IT Contractor
0
2
Artisans
1
2
Industrial Engine
2
2
Leadership
2
2
CB Bureau
0
0
Gym Affiliate
0
0
OEM 1
0
0
State 1
Knowledge Product Policy Process Organization Service Strategy IT
1
0
0
0
1
0
1
2
1
1
1
1
0
2
2
1
1
2
1
0
2
1
1
0
1
1
0
2
0
0
0
0
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
2
2
2
1
2
2
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
2
1
1
1
0
0
State 3
Knowledge Product Policy Process Organization Service Strategy IT
0
1
0
0
1
0
1
2
1
1
1
1
0
1
2
1
1
2
1
2
2
2
1
0
1
1
0
2
1
1
0
1
1
0
1
1
0
1
2
2
0
2
1
0
0
1
0
0
0
2
2
1
2
2
0
1
2
2
2
2
2
1
2
2
2
1
2
2
2
2
1
0
2
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
2
1
1
1
0
2
2
2
0
0
0
Knowledge
1
2
2
2
1
1
0
2
2
2
1
0
0
0
2
2
1
1
1
2
2
2
2
0
0
0
Knowledge
0
2
2
2
1
1
1
2
2
2
1
0
0
State 2
Product Policy
0
1
1
1
1
0
0
2
2
2
0
0
0
State 4
Product Policy
1
1
1
2
1
0
0
2
2
2
0
0
0
0
1
2
1
1
2
0
2
2
2
0
0
0
Organizat Service
1
1
1
1
1
2
0
2
2
2
0
0
0
0
1
2
1
1
2
1
2
2
2
0
0
0
Organizat Service
1
1
1
1
1
2
0
2
2
2
0
1
0
Process
0
1
1
0
0
1
0
1
2
1
1
0
0
Process
0
1
1
0
0
1
0
1
2
1
2
1
0
100
0
0
2
0
0
0
0
0
1
2
0
0
0
0
0
2
0
0
0
0
0
1
2
0
2
0
90
USAW
Normalized Stakeholder Saliency
Index (NSSI)
“Second Principle of Lean Enterprise Thinking:
Identify relevant stakeholders and determine their
value propositions”
Current State Stakeholder Network Diagram
Current Performance
What makes some Enterprises more Successful
at Lean Enterprise transformations?
Implications and Future Work
Results and Analysis
Problem and Motivation
80
Low End
70
High end
60
B2B customers
Distributors
50
Distributor 1
40
IT Contractor
30
Artisans
Industrial Engineer
20
Leadership
10
COL Business Bureau
Gym Affiliate
0
1
2
3
4
OEM
51
Enterprise State
View prescence
None=0
Moderate=1 Strong=2
© 2010 Massachusetts Institute of Technology Sisto 03.08.10