Mendelow Matrix, a Stakeholder Analyis explained

Mendelow matrix: this article explains the concept of the Mendelow matrix, developed by Aubrey Mendelow. It first describes what this method entails and how it is constructed. It then goes into more detail about the four quadrants of the Mendelow Matrix and the steps required to perform an effective analysis. In addition, practical applications and examples are discussed to provide insight into the impact of this method. Finally, the benefits and limitations of Mendelow’s matrix are highlighted to give you a good idea of how to apply this method in practice. Happy reading!

What is Mendelow’s matrix?

The Mendelow matrix is a method that helps organizations identify and understand stakeholders based on their influence and interest. This stakeholder analysis, developed by Aubrey L. Mendelow in 1991, uses a matrix to categorize stakeholders, which is essential for effective stakeholder management and project success.

The Mendelow Matrix consists of two axes:

• Power: the degree to which a stakeholder is able to influence the strategy or execution of a project.
• Interest: the degree of involvement or interest a stakeholder has in the success or outcome of a project.

By plotting stakeholders on these axes, organizations can determine what strategies are needed to effectively manage and engage each group.

By applying Mendelow’s Stakeholder Analysis, companies can:

• Identify key players that need to be closely managed;
• Develop strategies to keep stakeholders satisfied or more engaged;
• Efficiently allocate resources and communication efforts based on the influence and interest of different stakeholders.

The four quadrants of the Mendelow Matrix

The Mendelow matrix divides stakeholders into four categories based on their power and interest. Each category requires a different approach to stakeholder management. In the paragraph below, we explain to you what powers and degrees of interest there are, and how they can be distinguished from each other. In addition, we’ll give you some concrete examples.

High power, high interest (Key player (keep close))

Some stakeholders play a crucial role within a project, not only because of their considerable influence, but also because of their deep involvement in decision-making. These are often investors, board members or government agencies that have a direct impact on the direction and success of a venture. To maintain their support and make the best use of their expertise, it is important to actively engage them. Regular communication, transparency and participation in key decisions make them feel connected to the process and willing to use their influence positively. Thus, they have high power, and high interest.

High power, low interest (keep satisfied)

Another group consists of stakeholders with significant influence but limited interest in the project. These include, for example, supervisors or key suppliers who may have a decisive voice but are not involved in the day-to-day operations. It is therefore important to keep them happy by informing them periodically and involving them when necessary. Too much detail can actually be counterproductive, but providing strategic and brief information helps ensure their support without “sending them over.

Low power, high interest (keep informed)

There are also stakeholders who, despite limited influence, do show strong involvement. Consider employees who work directly with a product or service, or users who closely follow the end result. Their input can be valuable to the acceptance and success of a project. Regularly informing and involving them in developments not only creates more support, but also increases the likelihood that they will act as ambassadors and contribute to a positive implementation. For this, consider, for example, (one of) your own project(s) that you are working on.

Low power, low interest (minimal effort)

On the other hand, there are stakeholders who are hardly involved and have little influence on the course of a project. These may be external parties who are only marginally affected by developments. Since their role is also only minor, it is sufficient to monitor them and communicate only when there is a specific reason to do so. This avoids unnecessary noise and ensures that the focus remains on the stakeholders who can actually make a difference.

When organizations properly position stakeholders within the Mendelow matrix, they can target their communications and resources more effectively. This not only contributes to more effective stakeholder management, but also ensures that projects run more smoothly. The basis of effective stakeholder management lies in identifying and analyzing the parties involved. Here, the Mendelow matrix provides a structured method of categorizing stakeholders based on their influence and involvement. This categorization allows organizations to prioritize and develop thoughtful strategies to ensure the right level of engagement for each stakeholder group.

Steps for conducting a Mendelow analysis: what about it?

A structured approach is essential for effective stakeholder management. To this end, the Mendelow analysis provides a practical way for organizations to identify their stakeholders and develop strategies for dealing with them.

This process begins with identifying the right stakeholders and analyzing their influence and involvement. Organizing this data within the Mendelow matrix provides a clear overview of who needs to be actively involved and who only needs to remain informed, as described in the four quadrants of Mendelow’s matrix (previous paragraph).

The following steps help organizations apply this method effectively and optimize their stakeholder management:

• Stakeholder mapping: identify all internal and external stakeholders who directly or indirectly influence the project or organization.
• Analyze influence and involvement: determine for each stakeholder the degree of power they can exercise and their level of interest in the project.
• Classification within the matrix: place each stakeholder in the appropriate quadrant of the matrix based on their influence and involvement so that their role within the project becomes clear.
• Develop strategies: match the communication strategy and level of involvement to the stakeholder’s position within the matrix to ensure optimal cooperation and support.

By applying this method, organizations gain a better understanding of their stakeholders and can design their stakeholder management more effectively. This contributes to the smooth implementation of projects and increases the likelihood of success. But what does this look like in practice?

Practical applications and examples of the Mendelow Matrix

Mendelow’s Stakeholder Analysis is applied in a variety of industries and situations to effectively manage stakeholders. Here are some concrete and practical examples:

Stakeholder management in project development (high power, high interest)

Within large projects, the Mendelow matrix plays an important role in identifying key players and determining an effective communication strategy. For example, a construction company can ensure that investors, who have both high power and high interest, remain closely involved in the decision-making process. At the same time, it is important to keep local residents, who may have less influence but high involvement, informed in a timely manner about the project’s progress and potential impact.

Marketing and customer relations (high power, low interest)

In the world of marketing, the Mendelow matrix helps identify target groups and stakeholders. Large customers with significant influence but relatively low interest in operational details are kept happy with strategic updates. Meanwhile, loyal customers, who are actually highly engaged, are given the opportunity to actively participate through community engagement and customer surveys. This ensures not only higher customer satisfaction, but also valuable feedback in product development.

Organizational change and restructuring (low power, high interest)

In mergers and internal restructuring, it is essential to involve the right stakeholders in the right way. The management team, which usually has high influence and interest, should be closely involved in decision-making and strategic direction. External consultants or temporary advisors, on the other hand, often have a lot of power but limited involvement. By informing them periodically and involving them when necessary, companies can minimize resistance and ease the transition process.

Government policy and regulation (low power, low interest)

The Mendelow matrix is also widely used within policy development and regulation. For example, government agencies use this method in environmental policy, keeping companies with high influence but limited interest informed about new legislation. At the same time, environmental organizations, which usually have less power but are heavily involved, are actively involved in consultations and policy making. This ensures a balanced approach where different perspectives are included in the decision-making process.

The broad applicability of Mendelow’s Stakeholder Analysis shows how organizations can use the method to optimize stakeholder management. A concrete example is the implementation of a new software system within a company. By properly categorizing stakeholders, communication can be effectively tailored to their influence and interest. This leads to a smoother implementation, less employee resistance and better support within the organization.

The earlier stakeholders are identified and their power and interest analyzed, the more effectively the Mendelow Analysis can be applied. This prevents surprises and enables organizations to be proactive in stakeholder management.

The earlier you identify what interest and power stakeholders have and exercise, the stronger you can apply Mendelow analysis.

Advantages and limitations of Mendelow’s Analysis

While Mendelow’s Stakeholder Analysis is a powerful tool for categorizing stakeholders and promoting effective stakeholder management, the method has both strengths and some limitations. While the model helps organizations communicate in a more focused way and better inform strategic decisions, it also presents challenges, such as the variability of stakeholder influence and the subjectivity of the assessment. In this overview, we will explore both the advantages and potential pitfalls of this method of analysis.

Advantages / Benefits of the Mendelow Matrix and Stakeholder Analysis

Targeted communication through the Mendelow Matrix

One of the greatest benefits of the Mendelow matrix is that it allows organizations to target their communications more efficiently. By correctly categorizing stakeholders based on their power and interest, companies can focus their efforts on the right parties. This avoids unnecessary communication and ensures that the right stakeholders receive the information they need at the right time.

Better decision-making through the Mendelow Matrix

By understanding stakeholder influence and involvement, companies can make more informed strategic decisions. This helps not only in managing risks, but also in gaining support for important projects or policy changes.

More efficient resource management

Not all stakeholders require equal attention. By knowing which stakeholders have the greatest influence and who is most involved, organizations can make the best use of their time and resources. This makes for a more effective stakeholder management process and avoids wasting valuable company resources.

Constraints, limitations and challenges

A dynamic stakeholder landscape

Stakeholder influence and interest can change over time. What is a low influence stakeholder today may become a key figure in decision-making tomorrow. This means that the Mendelow matrix must be reviewed regularly to remain effective.

Subjective assessment

Assigning stakeholders to a specific category within the matrix is not always an exact science. Different individuals within an organization may have a different assessment of a stakeholder’s power and interest, which can lead to inconsistencies in analysis and strategy.

Limited depth

While the Mendelow matrix is a useful tool for classifying stakeholders, it does not provide in-depth insight into stakeholder motives, expectations and behaviors. This means that additional analysis and stakeholder dialogues may be needed to get a complete picture of their influence and interests.

Despite some limitations, Mendelow’s Stakeholder Analysis remains a valuable tool for organizations looking to improve their stakeholder management. By analyzing stakeholders in a structured way and aligning strategies accordingly, companies can communicate more efficiently, make better decisions and use their resources more effectively.

However, it is essential to regularly review the matrix and use additional analysis where necessary to get a complete picture of stakeholders. By combining this approach with a flexible and proactive attitude, organizations can get the most out of their stakeholder management. For organizations that like to use alternative models, however, there are certainly several options.

Alternatives to the Mendelow Matrix

The Salience Model

This model introduces an additional dimension to stakeholder management by categorizing stakeholders based on three factors: power, legitimacy and urgency. This allows organizations to better prioritize and determine which stakeholders require the most attention at any given time. The Salience Model is especially useful in situations where rapid switching is essential, such as crisis management or strategic decision-making.

Freeman’s Stakeholder Theory

This theory, origined by R. Edward Freeman in 1984 focuses on the relationship between an organization and its stakeholders. Unlike the Mendelow Matrix, which categorizes stakeholders based on power and interest, Freeman’s approach emphasizes that all stakeholders within an organization deserve attention, regardless of their influence or involvement. This model helps companies create a balanced stakeholder strategy that includes all parties in decision-making.

The Power-Interest Matrix

This method is very similar to the Mendelow Matrix and also focuses on the analysis of stakeholders based on their power and interest. It is a simplified version of Mendelow’s model and is often used for a quick and practical classification of stakeholders. This makes it an accessible tool for organizations that want to make an initial assessment of their stakeholder landscape.

Conclusion ont the Mendelow Matrix

Mendelow’s Stakeholder Analysis is a valuable tool for organizations to effectively identify and manage their stakeholders. By placing stakeholders in the appropriate quadrants, companies can develop strategies that lead to better communication, more efficient decision-making and more effective resource management. Although the method has some limitations, such as the need for regular updates and subjective assessment, this matrix provides a powerful framework for optimizing stakeholder relationships. By applying Mendelow’s approach, organizations can build a solid foundation for sustainable success and stakeholder satisfaction.

It’s Your Turn

What do you think? Do you have experience with Mendelow’s Stakeholder Analysis? How do you apply this method in your organization or projects? Share your insights and experiences in the comments below!

Want to learn more about stakeholder management and strategic decision-making? Then also read our articles on stakeholder analysis, the RACI Matrix and the RASCI Matrix.

More information about the Mendelow Matrix

1. Farshid, M., Goharrostami, H. R., & Ramezani Nejad, R. (2022). Analysis the amount of power and interests of Talent Management system stakeholders in Guilan province sport based on Mendelow matrix. Sport Management Studies, 14(74), 103-126.
2. Nguyen, T. S., & Mohamed, S. (2018, July). Stakeholder management in complex projects. In The 7th World Construction Symposium (pp. 497-506).
3. Mendelow, A. L. (1991) ‘Environmental Scanning: The Impact of the Stakeholder Concept’. Proceedings From the Second International Conference on Information Systems 407-418. Cambridge, MA.
4. Pelgrims, C. (2008). Politieke actoren en bestuurlijke hervormingen. Een stakeholder benadering van Beter Bestuurlijk Beleid en Copernicus. PhD. Proefschrift, Faculteit Sociale Wetenschappen – Onderzoekseenheid: Instituut voor de Overheid [IO], K.U.Leuven.
5. Weckström, T. (2024). Stakeholder mapping for co-creation in healthcare.

How to cite this article:
Weijers, L. (2025). Mendelow Matrix. Retrieved [insert date] from Toolshero: https://www.toolshero.com/strategy/mendelow-matrix/

Original publication date: 03/15/2025 | Last update: 03/17/2025

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