Walled City of Lahore Authority: The Royal Trail Heritage Project

Abstract

This case is designed for MBA and undergraduate courses, aiming to emphasize the importance of stakeholder management in projects and familiarize participants with effective stakeholder management tools. The scenario revolves around a project involving community revitalization and historic preservation located in Lahore, Pakistan, known as the ‘City of Gardens’. The project area includes significant historical landmarks and charming, close-knit residential neighbourhoods where interconnected communities have lived for generations. The case unfolds through the perspective of Kamran Lashari, the protagonist, who inherits a challenging project burdened by a history of unsuccessful and possibly unmotivated predecessors. This project is facing a multitude of issues, spanning technical and managerial aspects. Its success is critical not only for its own sake but also because it sets the precedent for a series of ambitious community revitalization projects planned within the City of Gardens. Failure here could jeopardize future projects, strain relations with donors and permanently alienate the local community. The local community has harboured scepticism towards such endeavours, given their prior experiences with half-hearted attempts that brought inconvenience without any lasting benefits. These past efforts have left a bitter taste, making the community wary of new initiatives. Additionally, the project relies heavily on its partnership with the Aga Khan Trust for Culture, which provides invaluable technical support without substantial financial compensation. However, in Kamran Lashari’s inherited situation, this crucial partnership appears to be in shambles. In the classroom setting, students are encouraged to delve into a systematic analysis of the project’s extensive array of stakeholders, each with their own unique interests. This case provides an ideal backdrop for examining various stakeholder analysis frameworks, including the Warees Framework, Donaldson and Preston’s (1995) theory distinguishing between influencers and stakeholders based on power, legitimacy and urgency, as well as the power-support matrix. These frameworks offer valuable tools for dissecting and understanding the complex web of relationships and interests involved in this high-stakes project.