I.A.2. Key Internal Stakeholders Mapped

Estimated Execution Time

1-2 weeks

Objective

To identify and map the key internal stakeholders, people in your organization who will need to be involved or consulted throughout the innovation procurement process and clarify their roles and responsibilities (especially between innovation, R&D, procurement, clinical, legal, and support units) in the project to avoid confusion later and begin building a collaborative foundation.

Who is Involved

Champion – an internal initiator and facilitator who recognises a need or has a mandate. Champions may come from management, clinical practice, support units like innovation, or even from attached institutions.
Project office department – in charge of the project management (e.g procurement, innovation, etc…) could be internal o external.

Activities / Tasks

I.A.2.1. Scan and classify the stakeholders

Start with the topic and scope: which departments/functions are affected?
List all stakeholders that could be informed or involved in the process.
It could be helpful to describe:
- What each stakeholder role is needed and who is the right person to do it.
- How will the innovation affect each stakeholder? Will be benefited or the opposite?
- Whether they have decision-making authority, advisory power, or are simply to be kept informed.
- Flag potential enablers, blockers, or allies for change.

I.A.2.2. Validate and engage with stakeholders

Schedule introductory meetings or workshops with identified stakeholders to:

Explain the innovation procurement process.
Clarify the difference between innovation and research.
Align expectations and roles early in the process.
Start building connections and trust with the key stakeholders. Take the time to know each other as people and to understand the other’s goals and concerns. Having a strong relationship will be the base for a fruitful collaboration in a highly uncertain innovation setup, it’s also the best way to manage any conflicts that might arise along the process.

Tips / Common Pitfalls

✅ Expect some role confusion, especially in organizations without a mature innovation function, documenting this is part of the value.

✅ Use this step to clarify internal terminology (e.g., what your hospital means by “innovation”).

✅ Do engage legal, finance and procurement early, they often become blockers if brought in late.

❌ Don’t assume innovation is just the responsibility of one office. Make sure you start involving people from different departments and status levels. Don’t forget anyone who’s job will be affected

Outcome / Deliverables

A stakeholder list or map with a clear overview of roles and functions relevant to innovation procurement.
Initial engagement with each stakeholder.

Resources

Book Teaming to Innovate (Amy C Edmondson)

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