In the day-to-day rush of a growing an enterprise, decisions get made quickly—sometimes too quickly. The organizations that navigate their markets with agility leverage a tool that’s often under-utilized: a detailed map of their stakeholders. We’re not talking here about a simple org chart or contact list, but a strategic understanding of the of their ecosystem and its influence.

The same logic applies to non-profit organizations (NPOs). For NPOs in growth mode, stakeholders—members, volunteers, donors, partners and funders—shape how projects are perceived and whether they succeed. This is where many organizations miss out on a major growth lever: they think about customers or beneficiaries and suppliers, and forget everyone else.

The classic mistake: confusing customer with stakeholder

A stakeholder is any person or group that can influence, or be influenced by, your organization’s activities. That includes employees, partners, funders, members of the local community, media, elected officials and, in some cases, even competitors.

According to the Project Management Institute (PMI), 32% of projects fail because stakeholders were not properly identified or engaged from the onset. For an SME or an NPO, that blind spot is costly—in dollars and in credibility.

Why it matters for growing SMEs (and NPOs)

Large companies often have full teams for public relations, government affairs or internal communications. Most SMEs and NPOs do not. The same person may be juggling sales, marketing and reputation. That’s exactly why stakeholder mapping becomes so strategic: it focuses efforts on what really matters.

Who defines success? Your stakeholders.

The same PMI study shows that project success is not only about schedule, budget and scope. It also depends on how stakeholders perceive the outcome. In other words, you can deliver on time and on budget and still be seen as failing if stakeholders’ expectations aren’t met. For an NPO, those expectations stream from the perception of alignment with the mission, member satisfaction and donor trust.

What this approach lets you do:

- Prioritize key relationships: Who truly holds influence? Who could block a project, and who could champion it.

- Anticipate pushback: Spot critical stakeholders early to avoid preventable crises.

- Align your messaging: Organizations that tailor communications to stakeholder expectations gain relevance—and impact.

Practically, how do you do it?

A solid stakeholder mapping starts with three simple steps:

1. Identify all internal and external stakeholders.

- SMEs: leadership, employees, customers, suppliers, partners, chambers of commerce, elected officials, media, and more.

- NPOs: board of directors, volunteers, members, donors, foundations, funders, community partners, media, and more.

2. Assess each stakeholder’s level of influence and interest (often with an impact/interest matrix).

3. Plan how you will engage them: inform, consult, involve or simply monitor, depending on the profile.

This is not a one-and-done exercise. It is a living map that evolves with your organization, your projects and the political or economic context. For example:

- A Quebec-based SME seeking a municipal grant to open a second location should consider neighbours, nearby merchants, local elected officials and community media.

- An NPO launching a new service or a fundraising campaign needs to engage members, beneficiaries, volunteers, donors, foundations and institutional partners to build buy-in and credibility.

A competitive edge that’s easy to overlook

In uncertain times, organizations that built solid connections are the ones that weather the storm. A SME or a NPO that understands its stakeholders—and knows how to mobilize them—will always be a step ahead. That is not a luxury or a gimmick. It is a tool for growth.