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Creating and Implementing Your Strategic Plan: A Workbook by John M. Bryson

By John M. Bryson

Developing and enforcing Your Strategic Plan is the best-selling better half to John Bryson's landmark booklet, Strategic making plans for Public and Nonprofit organisations. This new version of the workbook is totally revised and up to date and will be used as a stand-alone source or as a spouse to Strategic making plans for Public and Nonprofit companies. A step by step consultant to placing strategic making plans to paintings in public and nonprofit corporations, this quintessential workbook comprises easy-to-understand worksheets and transparent directions for making a strategic plan adapted to the desires of the person association. From developing the assembly room to constructing a imaginative and prescient of the longer term, each step of the strategic making plans technique is roofed. The workbook exhibits how to:Refine your organization’s challenge and valuesAssess your inner and exterior environmentIdentify and body strategic issuesFormulate innovations to aid deal with the issuesCreate, assessment, and undertake the strategic planAssess the strategic making plans method

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Extra info for Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition

Example text

For example: We don’t have policy board support. Think strategically about how to gain this board’s support, perhaps for an effort aimed at addressing a single issue. There’s no top management support. Again, think strategically about how to win management support. Strategic planning won’t lead to perfection. Of course it won’t! We’re too big (or too small) for strategic planning. S. Navy, the Internal Revenue Service, and the smallest nonprofits can benefit from strategic planning—which they do—size is not a legitimate argument for avoiding it.

There are many ways in which strategic planning can fail. Without broad sponsorship, careful and skilled management, adequate resources, excellent timing, and a fair measure of luck, the process may fail. Whenever you ask people to focus in a serious way on what is fundamental and to consider doing things differently, you threaten the organization’s existing culture, coalitions, values, and interaction patterns. Anger, rage, frustration, and rejection of the process may result, no matter how necessary the process may be to ensure organizational survival and prosperity.

Match the time to the purpose, the process, and the necessary involvements of people in the process. Allow adequate time, or don’t do a strategic plan. As one of its first tasks, the SPCC should draft a strategic planning process charter to which process sponsors, champions, and participants agree. The charter should be drafted in light of the understandings and agreements worked out in response to Worksheet 6. The charter should be short, and as an absolute minimum, should describe the purpose of the process.

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