Stakeholder map
Approved: 2016-03-09 by the NeIC board.
This page describes NeIC's stakeholder map, which is the categorised set of organisations, individuals or other parties that influence or can be influenced by NeIC's actions, policies or priorities. This map constitutes the starting point for the development of the NeIC stakeholder engagement plan, the first version of which was developed interactively with the different stakeholders during 2016. This work, and the NeIC way of interacting with stakeholders, are described in the NeIC Stakeholder engagement manifesto.
The table below presents the NeIC stakeholder map, broken down into stakeholder categories and ranked by decreasing priority as either a strategic or a tactical priority. Strategic and tactical priorities are not exclusive and only the primary priority is listed in the table.
The strategic stakeholders are characterized by high level interactions with NeIC on long term goals and directions within the appropriate international, organizational and financial envelopes. The interactions are generally through structured or management channels that primarily involve senior personnel. The outcomes of the interactions directly relate to establishing or supporting the high level goals for NeIC.
The tactical stakeholders interactions are much more wide ranging in terms of content and inclusion of personnel with a range of skills and backgrounds. The outcomes of the interactions are closely related to the implementations of the goals as projects, workshops or other substantive results that directly affect researchers, projects, NeIC personnel or the wider Nordic or international communities.
This table shows the identified NeIC stakeholders by category, with their contributions to NeIC’s capacity for value creation, and a ranking by priority for the two types of stakeholders. Included in this table is the overlap with the other three focus areas, Pooling Competences (FA-1), Resource Sharing (FA-2) and Long term Funding (FA-3).
| Stakeholder category | Stakeholders | Contributions to NeIC’s capacity for value creation |
Strategic Priority / Focus Area |
Tactical Priority / |
|---|---|---|---|---|
| Strategic partners | DeIC, CSC, RHnet, Sigma2, SNIC |
Strategy development, Expertise, Guidelines, National contact points, Project requests, Resource allocations, Co-funding |
Highest FA-1, FA-2, FA-3 |
|
| Hosting organization | NordForsk | Administrative support, Legal framework Co-funding |
High FA-3 |
|
| Funders | Research councils, NOS-N | Funding stability | Medium FA-3 |
|
| Policy level | Nordic council of ministers, National ministries |
Image building, Public outreach, Political support, Funding stability |
Low FA-3 |
|
| Employees | Staff and project personnel | Development of human capital, Collaborative relations, Production of results |
Highest FA-1 | |
| Co-investing collaborators | Academic HPC centres, Nordic user communities |
Collaborative development and problem solving, Services, Project personnel, NeIC staff, Project requests, Infrastructure resources, Project implementation, Co-funding |
High FA-1, FA-2 | |
| Non co-investing collaborators | Open source projects, National resource allocation committees |
Project personnel, Collaborative development and problem solving, Infrastructure resources, Project implementation, Image building |
High FA-1, FA-2 | |
| Users | National and international research communities (eg. CERN/LHC experiments) and infrastructures, End users |
Loyalty and reputation, Use cases |
High FA-1, FA-2 , FA-3
| |
| General public | Humanity, Prospective employees and users |
Loyalty and reputation | Medium FA-3
| |
| International e-Infrastructure communities | International e-infrastructure provider organizations, International e-infrastructure user communities (eg. WLCG) |
Reputation and image building, Comparison, Common goals and interests |
Medium FA-1
| |
| Service providers | Network connectivity, Training, Legal counsel, Event organization Collaboration technologies, Open source projects |
Services | Low FA-1 |
Stakeholder analysis in general, and assessment of disinterest
NeIC stakeholder analyses are less complicated than in many other organizations.
In most organizations, stakeholder analyses are as a rule carried out in management, and stakeholders are generally identified and classified according to an influence vs interest model where stakeholders who are assessed as being "high influence, low interest" are then "managed" as "risks" to the effort. For this reason, stakeholder analyses are generally kept as internal working documents in management, and not shared beyond the group that produced the analyses.
For NeIC, the situation is less complicated. NeIC has a business role as a body for facilitation of mutually beneficial collaboration between multiple national partners that already have an established common interest. This ensures that NeIC does not engage in conflicted areas or with disinterested partners, and thus NeIC stakeholder analyses do not strictly need to take disinterest or opposition into account, and are thus less complicated to share with a wider audience.