We’ve had a few years now of heavy criticism of strategic planning, in both the profit and nonprofit sectors. This dates back to The Rise and Fall of Strategic Planning, penned by Henry Mintzberg’s in 1993; now, there are multiple articles using the phrase “the death of strategic planning” in their titles or content. Most… click to continue reading
Strategy is the plan for fulfilling the vision. It is about getting from point A to point B, in a somewhat predictable manner, and with a thoughtful use of resources.
The world is moving faster, and is more fluid, with each passing day. It is more important to have a direction to be pursued, and principles to use along the way, than a firm plan.
An organization should strive to have a management team that will recognize when a plan needs to be adjusted, then make the adjustment and move forward on it. In mature organizations, this has become a necessity; in smaller organizations where the Board is more involved, it is also helpful.
Download Strategy Development vs. Strategic Planning for more.
There are two outcomes of strategic work (regardless of what it is called). The first, Defining a Path Forward, is about mission, vision, goals, and strategy to provide a direction and target for the future. There’s no doubt that we need all this, but it is often viewed as the entire purpose of the strategy… click to continue reading
Who Creates Strategy? The answer changes as the organization grows. In the beginning, when the Board is significant in nearly everything, it generally creates the strategy. If no staff has been hired, it implements it as well. As staff joins the organization, the Board’s ability to create strategy is gradually eclipsed by the staff’s ability… click to continue reading