By John M. Bryson
Growing and imposing Your Strategic Plan is the best-selling significant other to John Bryson's landmark booklet, Strategic making plans for Public and Nonprofit corporations. This re-creation of the workbook is totally revised and up-to-date and will be used as a stand-alone source or as a significant other to Strategic making plans for Public and Nonprofit enterprises. A step by step advisor to placing strategic making plans to paintings in public and nonprofit agencies, this fundamental workbook contains easy-to-understand worksheets and transparent directions for making a strategic plan adapted to the wishes of the person association. From developing the assembly room to setting up a imaginative and prescient of the longer term, each step of the strategic making plans method is roofed. The workbook exhibits how to:Refine your organization’s challenge and valuesAssess your inner and exterior environmentIdentify and body strategic issuesFormulate options to aid deal with the issuesCreate, overview, and undertake the strategic planAssess the strategic making plans approach
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Extra resources for Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition
Build understanding to support wise strategic thinking, acting, and learning. Clearly communicate the purposes of the process to key stakeholders. Engage in the analysis and discussions required to build adequate understanding of the organization, its circumstances, and its potential strategic choices. Manage expectations so that neither too much nor too little is expected of the process. ” Cultivate necessary political support. Sponsorship by key decision makers is typically crucial to the success of a strategic planning effort.
Qxd 8/26/04 3:18 PM Page 27 The Context and Process of Strategic Change WORKSHEET 1 27 Strengths, Weaknesses, Opportunities, and Challenges (or Threats) Instructions: The “readiness” or capacity of an organization to undertake a strategic planning process successfully should be clearly understood by the organization and its leaders before the process is begun. Organizational barriers to success should be identified and evaluated, and a plan or strategy should be developed to address them. ) The following organizational areas should be explored through interviews, focus groups, or the use of tailored questionnaires: mission and vision; budget, human resources, and information technology; communications; and leadership, management, structure, processes, and culture.
Make sure the process has a skillful champion (or champions). Sponsors provide the authority and power to initiate, carry out, and legitimize the process. But sponsors are typically not involved in managing the process on a day-to-day basis—the champion is. You need a champion who understands the process and is committed to it. Note that champions are not committed to specific issues and strategies; they are committed to getting key people together to focus on what is important and to do something about it.