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Bryson. chapter 1. why strategic planning is more important than ever

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Bryson. chapter 1. why strategic planning is more important than ever

  1. 1. Bryson Chapter 1 Why Strategic Planning Is More Important Than Ever
  2. 2.  Numerous and difficult challenges are faced by leaders and managers of government, public agencies, nonprofit organizations, and communities. ( See p.3 for detailed examples)  Most ominously, we have experienced a dramatic decline in social capital in recent decades and citizens in the United States (US) and developed countries appear less happy that they were thirty years ago  There has been sustained attention to addressing these concerns . In the public sector, change now appears to be the rule and not the exception 2
  3. 3.  Organizations that want to survive, prosper, and do good and important work must respond to the challenge the world presents  Respond may be to continue doing what has been done only better or they may need to shift their focus and strategies  These environmental and organizational changes are aggravated by the interconnectedness of the world  The US is now intimately integrated with the economies of the rest of the world, and events abroad have domestic repercussions 3
  4. 4.  The boundaries between public, private and nonprofit sectors have eroded  The blurring of these boundaries means that we have moved to a world in which no one organization or institution is fully in charge  Many organizations and institutions are involved, affected, or have a partial responsibility to act  This increased jurisdiction and ambiguity , coupled with the events and trends noted earlier, requires public and nonprofit organizations (and communities) to think, act, and learn strategically as never before 4
  5. 5.  Definition ( Olsen and Eadie): Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization ( or any other entity) is, what it does, and why it does it.  The ABC’s of Strategic Planning: ( see Figure 1.1) -A is figuring out where you are. -B is figuring out where you want to go -C is figuring out how to get there The content of A and B are the organization’s existing or new mission, structure and systems, communications, programs and services, people and skills, relationships, budgets and other support. 5
  6. 6. The content of C is the strategic plan; plans for various functions; ways to redesign, structure or reengineer, budget allocations: and other vehicles for change  Getting from A to C involves clarifying vision, mission and goals.  Getting from A to C is the process of strategic formulation  Getting fro C to B is strategy implementation  To do strategic planning, you need to figure out A,B, and C and how they should be connected  You accomplish this principally by understanding the issues that A,B,C, and their interconnections must address effectively  Strategic planning is not a single thing but a set of concepts, procedures and tools 6
  7. 7.  To help public and nonprofit organizations create “public value”  Creating public value means producing enterprises, policies, programs, projects, services, or infrastructures (physical, technological, social, etc.) that advance the public interest and the common good at a reasonable cost  In the US, creating public value means enhancing life, liberty , and the pursuit of happiness for all while also fostering a more perfect union  Creating public value means ensuring that the beneficial effects of our institutions and efforts carry on into the indefinite future and that we change what we must so that the world is always better off than we found it 7
  8. 8.  First: The promotion of strategic thinking, acting, and learning especially through dialogue and strategic conversation among key actors  Second: Improved decision making. Recent studies indicate that at least half of all strategic decisions fail because of poor decision making processes  Third: Enhanced organizational effectiveness. Good management is a process that draws on resources to produce outputs and outcomes that indicate organizational effectiveness and that trigger resource flows the organization needs to sustain itself and to continue to create public value into the future. 8
  9. 9.  Fourth: Enhanced effectiveness of broader societal systems. Strategic planning can help the organization take the broader environment into account and help them figure out how to best partner with other organizations so they can jointly create better environments. In short, strategic planning must count as a smart practice. Strategic planning is smart because it is relatively easy to do; is not all that time and resource intensive, particularly when matched against the costs of potential failure; and would seem to go hand in hand with the craft of creating public value. 9
  10. 10.  It is highly unlikely that organizations will experience all or even most of the benefits the first time through  Leaders and managers and planners need to engage in strategic planning carefully because their success will depend at least in part on how they tailor the process to their situation  Strategic planning is not advisable when: -the “roof has fallen in” -when the organization’s key decision makers lack the skills, resources or commitment - When implementation is extremely unlikely 10
  11. 11.  It is not a panacea. As noted, strategic planning is simply a set of concepts, procedures ,and tools designed to help leaders, managers, and planners think, act, and learn strategically. Strategic planning should not be a substitute for strategic thinking, acting, and learning carried out by caring and committed people.  Strategic planning is not a substitute for leadership. Leadership and management both matter and both are needed is strategic planning is to succeed- because it will not succeed by itself!  Strategic planning is not synonymous with creation of an organization’s strategy. Organizational strategies have numerous sources, both planned and unplanned. Strategic planning can help organizations develop and implement effective strategies, but organizations should also remain open to unforeseen opportunities as well. 11
  12. 12.  Doing strategic planning has become accepted practice – and indeed, when well done, it is a smart practice. The vast majority of public and nonprofit organizations now claim to engage in strategic planning  The strategic planning process presented in the text is durable because it takes account of political intelligence, rationality, and decision making. Many other management techniques fail because they ignore , try to circumvent, or even counter the political nature of life in private, public, and nonprofit sector environment  Distinction between rational planning model and political decision-making model. The process discussed in the text provides a way of blending substantive rationality and political intelligence- content and process- in wise ways to the betterment of the organization. 12

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