Let's take a look at a fictional example of how Mendelow's Matrix can help teams identify and group stakeholders and avoid unexpected challenges.

The marketing team at a consumer goods company has just kicked off a major rebrand for their line of premium skin care products.

Early in the project, as part of the planning process, the team uses Mendelow's Matrix to map out key stakeholders. This helps them decide who to involve, how often, and at what level.

The project sponsor, responsible for the final sign off on budget and brand direction, is put in the high-interest, high-power quadrant.

As a senior executive, they offer strategic input and help ensure the project stays aligned with the company's long-term goals. They're consulted regularly and remain closely involved in all key decisions.

The creative agency, an external partner designing the new logo and packaging, is mapped in the high-interest, low-power quadrant.

They're highly invested in the creative outcome, but have less influence over budget and logistics. The marketing team keeps them informed throughout to ensure the designs stay on brief.

Meanwhile, the packaging manufacturer, another external supplier, is placed in the low-interest, low-power quadrant.

They weren't viewed as a strategic partner and the team assumed they'd only be interested in more basic information about what to print. But when the designs move into production, the manufacturer flags two key issues.

The manufacturer points out that the logo detail doesn't print well and the chosen color finish would raise costs. Thanks to their input, the team adjusts the designs and realizes that the supplier has significant operational influence on timing and budgets.

In response, the team remaps them in the low-interest, high-power quadrant. This means involving the manufacturer earlier on future projects, sharing design drafts, and gathering feedback before finalizing them.

Putting Mendelow’s Matrix into practice

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