IAM is cross-functional in many aspects which in turn requires cross-functional governance (Maxim and Cser, 2017, p. 3, 13-14, Osmanoglu et al., 2013, p. 117-121, 212, Royer, 2013, p. 49, 53).

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Beyond top management, end-users and HR, a diverse ecosystem of stakeholders exist. These are the parties that influence or are influenced by IAM. The diversity of the parties involved inside and outside the organization is exemplified by the following List of IAM Stakeholders compiled from a non-exhaustive literature review.

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• Anchoring the IAM processes

• Revealing data sources thus providing a solid basis to analyse the existing situation and plan changes

Iverson and Kampman, 2017 recommends to continuously adapt the IAM program scope to stakeholders' consensus, to systematically document stakeholders' needs, priorities and success criteria and to entirely derive the IAM program objectives and priorities from stakeholders'.

In consequence, identifying and actively managing stakeholders is strongly recommended to avoid IAM pitfalls and prevent blockage from politically motivated agenda (Garibyan et al., 2014, p. 153, Peterson et al., 2008, p. 41). For instance, (Osmanoglu et al., 2013, p. 8) promotes the identification and engagement with with stakeholders as one of the first and most critical steps in an IAM program.

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