This session defines strategic planning, describes why it is important, and details the major steps to strategic planning. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
I developed this comprehensive strategy for doing business planning and long-term planning. It is based on some old and some new principles of strategy design which take a systems perspective to help organizations. It is not a cookie cutter approach to strategy and it is designed to help an organization both short and long term. Years of conducting strategic planning sessions with organizations and teaching strategic planning in college has taught me the need to integrate art and science in conducting strategy sessions. The best strategies are fluid and dynamic and able to respond to predictive and emergent opportunities. Good plans are a result of a good planning process. Plans must be adaptable and can never be cast in stone. If you want to talk to me further about how your organization can create more effective business strategies, please email me at persico.john@gmail.com or call me at 612-310-3803 or text me. The time spent with me might just be the best investment in your organization this coming year.
I developed this comprehensive strategy for doing business planning and long-term planning. It is based on some old and some new principles of strategy design which take a systems perspective to help organizations. It is not a cookie cutter approach to strategy and it is designed to help an organization both short and long term. Years of conducting strategic planning sessions with organizations and teaching strategic planning in college has taught me the need to integrate art and science in conducting strategy sessions. The best strategies are fluid and dynamic and able to respond to predictive and emergent opportunities. Good plans are a result of a good planning process. Plans must be adaptable and can never be cast in stone. If you want to talk to me further about how your organization can create more effective business strategies, please email me at persico.john@gmail.com or call me at 612-310-3803 or text me. The time spent with me might just be the best investment in your organization this coming year.
By William D. Pawlucy, MPA, CAE, IOM
Maximize your nonprofit's impact with our Strategic Plan Execution Toolkit. Designed for efficiency and effectiveness, this toolkit guides nonprofit leaders through the critical stages of implementing their strategic plans. It offers practical tools and templates for goal setting, progress tracking, and stakeholder engagement, ensuring your organization stays on course towards its mission.
Key Features:
Actionable Templates: Easy-to-use frameworks for setting objectives and milestones.
Progress Monitoring Tools: Systems to track and report on strategic initiatives.
Stakeholder Engagement Strategies: Techniques to keep your team and partners aligned and motivated.
Ideal for nonprofit executives and board members, this toolkit transforms strategic visions into achievable outcomes, fostering organizational growth and success.
For more resources, visit us at www.AssociationOptions.com
Also, the comprehensive toolkit for board members and executive directors is now live on Amazon.com at https://www.amazon.com/Essential-Handbook-Nonprofit-Leaders/dp/B0BZ2WVJ9N/ref=cm_cr_arp_d_product_top?ie=UTF8
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
By William D. Pawlucy, MPA, CAE, IOM
Maximize your nonprofit's impact with our Strategic Plan Execution Toolkit. Designed for efficiency and effectiveness, this toolkit guides nonprofit leaders through the critical stages of implementing their strategic plans. It offers practical tools and templates for goal setting, progress tracking, and stakeholder engagement, ensuring your organization stays on course towards its mission.
Key Features:
Actionable Templates: Easy-to-use frameworks for setting objectives and milestones.
Progress Monitoring Tools: Systems to track and report on strategic initiatives.
Stakeholder Engagement Strategies: Techniques to keep your team and partners aligned and motivated.
Ideal for nonprofit executives and board members, this toolkit transforms strategic visions into achievable outcomes, fostering organizational growth and success.
For more resources, visit us at www.AssociationOptions.com
Also, the comprehensive toolkit for board members and executive directors is now live on Amazon.com at https://www.amazon.com/Essential-Handbook-Nonprofit-Leaders/dp/B0BZ2WVJ9N/ref=cm_cr_arp_d_product_top?ie=UTF8
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
SM;
Is the process of moving from the current state to the desired state, by use of available means
the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives
Strategic management is used synonymously with the term strategic planning, but sometimes it’s part.
Strategic Planning: Future of an organization-A critical review
Dr. Rangappa. S. Ashi
Associate Professor
Department of Child Health Nursing
SDM Institute of Nursing Sciences,
Shri Dharmasthala manjunatheshwara University, Sattur, Dharwad-580009, Karnataka, India.
Corresponding author E-mail: rangappa.ashi@gmail.com
ORIGINAL WORK ONLY. APA FORMAT WITH ABSTRACT AND REFERENCES. BELOW.docxjohnbbruce72945
ORIGINAL WORK ONLY. APA FORMAT WITH ABSTRACT AND REFERENCES. BELOW IS THE ASSIGNMENT AND READING NOTES
Strategic Audit (Assignment)
The strategic audit system is a diagnostic tool to pinpoint an organization’s strengths and weaknesses. Use the Strategic Analysis Framework and other tools in order to conduct a strategic audit.
You might consider using a SWOT analysis for both companies to analyze each of their situations.
For this assignment, a mini strategic audit will be conducted for two companies with an overall goal to compare how each company differs in the strategy management and implementation, while identifying the importance of strategic management.
•Conduct a Strategic Audit on two companies of your choice that are within the same industry. During this audit, you will be comparing each company, to do so be sure to create a SWOT analysis for each company.
•In addition, visit each company’s website and conduct research to identify key strategies that each company has. List a brief introduction of each company, to include the Mission Statement and compare key aspects of each company.
•Be sure to include the concepts identified in the readings for this week's topics.
The requirements below must be met for your paper to be accepted and graded:
•Write between 850 – 1,250 words (approximately 3 – 5 pages) using Microsoft Word in APA style, see example below.
•Use font size 12 and 1” margins.
•Include cover page and reference page.
•At least 80% of your paper must be original content/writing.
•No more than 20% of your content/information may come from references.
•Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.
•Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.
References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing.
READING
Role of Strategy
The focus of this lecture will be on the concepts of strategic management, the framework for strategy analysis and the link between strategy and the industry environment.
The Concept of Strategy
Key questions to consider:
1.Why are decisions important?
2.What is strategic management?
3.Why has strategic management become so important to today’s corporations?
Strategic Management is described as a set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control.
Importance of Strategic Managem.
Case Study: Strategy / Strategic Plan for Charity / Non-ProfitChief Innovation
This is a Case Study of a Strategic Plan we did for a Charity in the southwest U.S.. Posting this to show people an example of what this looks like, and to demonstrate that they can do it themselves instead of paying for a consultant. For larger charities, professional consultants may make sense, but for the smaller ones, a smart Board Member and some volunteers can probably do this. This is based off our own Strategy Methodology for Small Businesses.
Organizational Capacity-Building Series - Session 6: Program EvaluationINGENAES
This session describes different kinds of program evaluations, and key evaluation considerations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Similar to Organizational Capacity-Building Series - Session 7: Strategic Planning (20)
This session describes principles of leadership within organizations and common leadership issues. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This session describes key aspects of organizational fundraising. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This session describes key issues during recruitment and employment. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This session describes barriers and opportunities to develop collaborative partnerships with Nepal's Agricultural Extension System. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
सत्र ७ गैर सरकारी संस्थाहरुको लागि रणनितीक योजना INGENAES
This session defines strategic planning, describes why it is important, and details the major steps to strategic planning. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This session describes different kinds of program evaluations, and key evaluation considerations. These presentations are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
4. •Strategic thinking
•What is strategic planning?
•Why is it important for NGOs?
•When to do and when not to do
strategic planning
•Major steps of strategic planning
The Game plan for session 7
5. • Being strategic means – being clear about the
organization’s goals, aware of its resources &
incorporating both into a responsive & dynamic
environment
• Strategic thinking focuses on changing the
organization to be more effective & efficient
• Three key requirements: (i) a definite purpose, (ii)
understanding of the environment, (iii) creativity in
developing responses
Strategic thinking
6. • Strategic Planning is a system-wide process
• Strategic Planning is “a disciplined effort to
produce fundamental decisions and actions that
shape & guide what an organization is, what is
does, and why it does it, with a focus on the
future.” (Bryson)
• It is a management tool for changing an
organization’s mode of operation from reactive to
proactive/active
What is strategic planning?
7. • It is NOT long-range planning
• It does NOT attempt to make future decisions
• It is NOT a substitute for sound judgment by
leadership
• It is NOT a linear process
What strategic planning IS NOT?
8. • Stimulates ingenuity and new approaches
• Increases all players’ involvement in the organization
• Develops a common vision
• Clarifies values and beliefs
• Anticipates opportunities and obstacles
• Provides a framework for ongoing decisions & Creates a
marketing strategy
Why is strategic planning important?
9. • When the organization is in crisis
• Before or during re-organization
• When facing financial uncertainty
• When there are major leadership issues
• When there is not sufficient buy-in for the process
When NOT to do strategic planning?
10. • When a new organization ‘stabilizes’
• To re-invigorate the organization after a dormant period
• In preparation for a new major venture
• When there is an overall decline in the ‘industry’
• When there is an expected high growth in the ‘industry’ based
on demands
• High levels of resource infusion by the government
When to do strategic planning?
11. • Strategic Management is the application of strategic
thinking & plan
• ….with a continuous focus on “are we doing the right
thing?”
• It emphasizes on relevant change to reflect a dynamic
environment in which the organization operates
• It is adaptive and keeps the organization relevant
Strategic NGO management
12. 1. Decide whether to develop a strategic plan
• Need to achieve consensus and agreement among key decision
makers and stakeholders
• The right team & resources
2. Clarify mission and vision
• Identify stakeholders’ criteria for satisfaction with the
organization and its services
• Refine mission, vision and values in light of changing external
factors
Major steps in strategic planning
13. 3. Assess the internal and external environments to identify
strengths, weaknesses, opportunities, and threats
Major steps in strategic planning
INTERNAL
Strengths Weaknesses
EXTERNAL
Opportunities Threats
14. • Begins with the review of organization’s history, original mission, scope
& scale
• Assessment of internal structure, process and operation
• Areas examined: board, personnel, volunteer, fiscal, facilities,
technology, inventory of programs & services
• Evaluation of current programs: quantitative & qualitative data to
ascertain adequacy of inputs-throughputs-outcomes-impacts
• Cost-benefit analysis
• Competency analysis & McMillan Matrix
Internal assessments
15. • Identifies changes and trends in society that are likely to have
significant impacts on the organization
• 5 – 10 yrs. time frame
• Assesses how changes in the environment will affect the
organization’s operation
• Highlights threats & opportunities
• Areas examined: social, political, economic, demographic &
philanthropic trends
External assessments
16. • Identifies needs and perceptions of the organization’s
markets & constituencies
• Assesses emerging market trends and demands
• Highlights market implications to the organization
• Areas examined include: clients, partner agencies,
competitors, government agencies, etc.
Market assessments
17. • A methodology of examining potential strategies derived
from the synthesis of internal strengths & weaknesses and
external opportunities & threats (SWOT)
• The planning process first explores the environment inside
the organization to ID strengths & weaknesses
• The process, then, explores the environment outside the
organization to ID opportunities & threats
• S&W are internal and about the present, while O&T are
external and about the future
SWOT analysis
18. S - what are the organization’s internal strengths? (skilled
employees, strong board, etc.)
W - what are the organization’s internal weaknesses? (out
dated IT, lack of grant writing skills, etc.)
O - what external opportunities might move the
organization forward? (networking opportunity, new policy
direction, etc.)
T- what external threats might hold the organization back?
(declining economy, increasing competition, etc.)
SWOT analysis
19. 4. Identify strategic issues facing the organization
• Fundamental policy and program concerns faced by the organization affect the
organization now and in the future
• They reflect: long-standing problems in the organization (example: founder’s
syndrome), impediments that must be overcome to achieve financial and program
success (example: accreditation), etc.
5. Formulate goals, objectives & strategies
• Goals: general results to be sought
• Objectives: specific results to be sought
• Strategies: the broad approaches to be taken
Major steps in strategic planning
20. • VISION, MISSION & VALUES--------------------------------->
“Forever”
• GOALS --------------------------------------------->
3-5 years (eg: increase the membership)
• OBJECTIVES ----------------------->
1 year (eg: increase membership by 5% a year)
• STRATEGIES ------------------------------>
1-5 years (eg: recruitment mechanisms)
Strategic planning timelines
21. 6. Review and adopt the strategic plan
• Secure approval from ALL stakeholders, both involved and not
involved in the planning process
• Reach an official organizational decision to adopt and proceed
with the strategic plan
7. Establish an ideal vision of the organization
• Vision of success is crucial for “selling” the plan
• Helps stakeholders understand where the organization is headed
Major steps in strategic planning
22. 8. Develop an effective action plan
• Describes major goals & objectives to be accomplished
• Allocates resources to achieve strategic goals
• Provides information on who is responsible for each objective and when
will that objective be carried out
• Includes criteria for evaluation
9. Reassess the strategies and the strategic planning process
• Strategic planning is cyclical
• When a strategic planning cycle ends (3 – 5 years) next one begins
• Evaluation of the process and strategies from one cycle feeds into the
next to make it better
Major steps in strategic planning
23. 1. The Process
2. The Product
3. The Plan
4. Action/Operations Plan(s)
5. Evaluation
6. Feed back to the next Strategic Plan cycle
Effective strategic plan
24. On the flip side of session 3 activity sheet …
1. Write…
• one Strength
• one Weakness
• one Opportunity
• One Threat
….for your NGO
2. Group discussion & debrief!
Activity