By John M. Bryson
Developing and enforcing Your Strategic Plan is the best-selling significant other to John Bryson's landmark booklet, Strategic making plans for Public and Nonprofit firms. 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 better half to Strategic making plans for Public and Nonprofit organisations. A step by step advisor to placing strategic making plans to paintings in public and nonprofit organisations, this essential 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 developing a imaginative and prescient of the long run, each step of the strategic making plans procedure is roofed. The workbook exhibits how to:Refine your organization’s project and valuesAssess your inner and exterior environmentIdentify and body strategic issuesFormulate thoughts to aid deal with the issuesCreate, evaluation, and undertake the strategic planAssess the strategic making plans approach
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Additional resources for Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition
Qxd 8/26/04 22 3:18 PM Page 22 Creating and Implementing Your Strategic Plan Are goal formulation and visioning activities necessary, and if so, where will they occur in the process? Which approach to the identification of strategic issues will be used? How will the process fit with other ongoing organizational processes and change efforts, such as budgeting cycles or process improvement and information technology initiatives? How will the process be tailored to fit the organization’s culture—even if that culture is one of the objects of change?
How will the process fit with other ongoing organizational processes and change efforts, such as budgeting cycles or process improvement and information technology initiatives? How will the process be tailored to fit the organization’s culture—even if that culture is one of the objects of change? How will the process be managed? Who will sponsor and empower the process? Who will manage the process? Who will the internal process managers—the process champions—be? How will the process be broken down into phases, activities, and tasks?
Increased political support. The organization’s legitimacy is enhanced, its advocacy base broadened, and a powerful and supportive coalition developed. Poor Excuses for Avoiding Strategic Planning A number of reasons can be offered for not engaging in strategic planning. Too often, however, these “reasons” are actually excuses for avoiding necessary action. 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.