By John M. Bryson
Developing and enforcing Your Strategic Plan is the best-selling spouse to John Bryson's landmark e-book, 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 significant other to Strategic making plans for Public and Nonprofit enterprises. A step by step consultant to placing strategic making plans to paintings in public and nonprofit companies, this fundamental workbook contains easy-to-understand worksheets and transparent directions for making a strategic plan adapted to the desires of the person association. From constructing 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 indicates how to:Refine your organization’s challenge and valuesAssess your inner and exterior environmentIdentify and body strategic issuesFormulate options to aid deal with the issuesCreate, evaluate, and undertake the strategic planAssess the strategic making plans technique
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Additional info for Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition
STEP 10 Reassess Strategies and the Strategic Planning Process The purpose of the final step is to review implemented strategies and the strategic planning process. The aim is to find out what worked, what did not work, and why, and to set the stage for the next round of strategic planning. See Worksheets 37 and 38. The Strategy Change Cycle: Theory Versus Practice Although the process has been laid out in a linear, sequential manner, it must be emphasized that in practice the process is typically iterative: participants usually rethink what they have done several times before they reach final decisions.
5. Decide whether it makes sense to Move forward with a strategic planning effort at this time. Wait for a more propitious time. Address key organizational weaknesses first, before moving ahead with strategic planning. qxd 8/26/04 3:18 PM Page 27 The Context and Process of Strategic Change WORKSHEET 1 27 Strengths, Weaknesses, Opportunities, and Challenges (or Threats) Instructions: The “readiness” or capacity of an organization to undertake a strategic planning process successfully should be clearly understood by the organization and its leaders before the process is begun.
Better decision making. A coherent, focused, and defensible basis for decision making is established, and today’s decisions are made in light of their future consequences. Enhanced organizational capabilities. Broadly based organizational leadership is improved, and the capacity for further strategic thought, action, and learning is enhanced. Improved communications and public relations. Mission, vision, goals, strategies, and action programs are communicated more effectively to key stakeholders.