Creating Your Strategic Plan E-Book

John M. Bryson

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Bryson on Strategic Planning
• Sprache: Englisch

Seitenzahl: 225

Veröffentlichungsjahr: 2015

Beschreibung

Creating and Implementing Your Strategic Plan is the companion workbook to Bryson's landmark book, Strategic Planning for Public and Nonprofit Organizations, a step-by-step guide to putting strategic planning into effect. Using revised, easy-to-understand worksheets, the authors provide clear instructions for creating a strategic plan tailored to the needs of the individual organization. With more material on stakeholder analysis, visioning, strategic issue identification, and implementation, this new edition is the best resource for taking leaders, managers, and students through every step of the strategic planning process.

Leseprobe

Table of Contents

Cover

Title

Copyright

Preface to the Third Edition

Acknowledgments

The Authors

Part 1: An Overview

Introduction

What Is Strategic Planning and Why Do It?

Several Complementary Ways of Looking at and Thinking About Strategic Planning

The Benefits of Strategic Planning

Poor Excuses for Avoiding Strategic Planning

Two Legitimate Reasons Not to Undertake Strategic Planning

The Context and Process of Strategic Change

The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations

The Strategy Change Cycle: Theory Versus Practice

Key Design Choices

What Are the Dangers to Avoid?

What Are the Keys to a Successful Process?

The Functions and Purposes of Strategic Planning and Management

Readiness Assessment Directions and Worksheets

Part 2: Creating and Implementing Strategic Planning: Ten key Steps

Step 1: Initiate and Agree on a Strategic Planning Process

Purpose of Step

Strategic Planning Process Sponsor

Strategic Planning Process Champion

Strategic Planning Coordinating Committee

Strategic Planning Team

Possible Desired Planning Outcomes

Worksheet Directions

Step 2: Clarify Organizational Mandates

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Step 3: Identify and Understand Stakeholders, Develop and Refine Mission and Values, and Consider Developing a Vision Sketch

Purpose of Step

Stakeholders

Mission

Values

Vision

Possible Desired Planning Outcomes

Worksheet Directions

Step 4: Assess the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Step 5: Identify and Frame Strategic Issues

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Step 6: Formulate Strategies to Manage the Issues

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions for Strategy Development

Worksheet Directions for Plan Development

Step 7: Review and Adopt the Strategic Plan

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Step 8: Establish an Effective Organizational Vision for the Future

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Step 9: Develop an Effective Implementation Process

Purpose of Step

Implementation Leadership

Implementation Process Sponsor

Implementation Process Champion

Implementation Coordinating Committee

Implementation Recommendation and Action Team

Possible Desired Implementation Outcomes

Worksheet Directions

Step 10: Reassess Strategies and the Strategic Planning Process

Purpose of Step

Possible Desired Planning Outcomes

Worksheet Directions

Resources

Resource A: Model Readiness Assessment Questionnaire

Resource B: Brainstorming Guidelines

Resource C: Snow Card Guidelines

Resource D: Strategic Planning Workshop Equipment Checklist

Resource E: Conference Room Setup Checklist

Resource F: Model External Stakeholder (or Customer) Questionnaire

Resource G: Model Internal Evaluation Questionnaire

Resource H: Analyzing and Reporting Results of Internal and External Surveys

Glossary

Bibliography

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

List of Illustrations

Introduction

FIGURE 1 The ABCs of Strategic Planning

FIGURE 2 The Building-Block View of Strategic Planning

FIGURE 3 The Strategic Planning Process Cycle

The Context and Process of Strategic Change

FIGURE 4 The Strategy Change Cycle

FIGURE 5 Desired Outcomes, Functions, Design Features and Steps, and Context

RESOURCES

FIGURE 6 Reporting Survey Results with Graphics

Introduction

EXHIBIT 1 The Project Management View of Strategic Planning: Implementation and Action Plan Example

Step 9: Develop an Effective Implementation Process

EXHIBIT 2 Microsoft Project Schedule Template

Pages

cover

contents

i

ii

vii

viii

ix

x

xi

xv

xvi

xiii

xiv

3

4

5

6

7

8

9

10

11

12

13

15

16

17

18

19

20

21

22

23

24

25

26

27

28

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

76

77

78

79

80

81

82

83

84

85

86

87

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

116

117

118

119

120

121

122

123

124

125

126

127

128

129

130

131

132

133

135

136

137

138

139

140

141

142

143

144

145

146

147

148

149

151

152

153

154

155

156

157

158

159

160

161

162

163

164

165

166

167

168

169

170

171

172

173

175

176

177

178

179

180

181

182

183

184

185

186

187

188

189

190

191

192

193

194

195

196

197

198

199

200

201

202

203

204

205

206

207

209

210

211

212

213

215

216

217

218

219

220

221

222

223

224

225

227

229

230

231

233

234

235

236

237

238

239

240

241

242

243

245

246

247

248

249

250

251

252

253

254

255

256

257

258

259

260

261

262

263

265

266

267

268

269

270

271

272

Creating Your Strategic Plan

A Workbook for Public and Nonprofit Organizations

Third Edition

John M. Bryson

Farnum K. Alston

Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass

A Wiley Imprint

989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

Certain pages of this book may be customized and reproduced. The reproducible pages are designated by the appearance of the following copyright notice at the foot of each page:

Creating Your Strategic Plan, Third Edition. Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.

This notice must appear on all reproductions as printed.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at www.wiley.com/go/permissions.

Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax [phone].

Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

ISBN: 978-0-470-40535-2 (paper)

ISBN: 978-1-118-06725-3 (ebk)

Preface to the Third Edition

STRATEGIC PLANNING IS a way of life for the majority of public and nonprofit organizations. We are pleased to have played a role in bringing about that change through our publications and through the more than 500 major strategic planning processes we have helped facilitate since the publication of the first edition of this workbook in 1996 as a companion to the revised edition of Strategic Planning for Public and Nonprofit Organizations (Bryson, 1995). This third edition of the workbook accompanies the fourth edition of Strategic Planning for Public and Nonprofit Organizations (Bryson, 2011). The workbook has a new name—Creating Your Strategic Plan (rather than Creating and Implementing Your Strategic Plan)—because it is joined for the first time by a second workbook—Implementing and Sustaining Your Strategic Plan—that provides far more detailed information and worksheets about how to approach the challenge of implementing a strategic plan (see Bryson, Anderson, & Alston, 2011).

The basic approach we outlined in the first edition has proven as useful today as when we first proposed it. However, the field has changed as the world of theory and practice has evolved. This third edition embodies much of what we have learned since publication of the last edition.

Why has strategic planning become standard practice for most public and nonprofit organizations? There are a variety of reasons. First, many public organizations are now required by law to undertake strategic planning, and many nonprofit organizations are required to do so by their funders. Second, strategic planning is now seen as a mark of good professional practice, so organizations pursue it to enhance their legitimacy. And many organizations simply copy what everyone else is doing. But we believe the most important reason strategic planning is so widely used is that public and nonprofit leaders find that it can help them to think, act, and learn strategically—precisely what is required for these leaders to grasp the challenges their organizations face, figure out what to do about them, and follow through with effective implementation. In short, strategic planning at its best fosters strategic thinking, acting, and learning and is a crucial component of change management.

The challenges are all too familiar. Public and nonprofit organizations and communities are confronted with a bewildering array of difficult situations requiring an effective response, including the following:

Changing and significantly increased—or reduced—demands for their programs, services, and products

Greater difficulty—and often much more difficulty—in acquiring the resources they need to fulfill their missions

The need to collaborate with other organizations and often across sector boundaries, so that somehow, competing organizational logics must be at least accommodated if not reconciled

A demand for greater accountability and good governance

More active and vocal stakeholders, including employees, customers, clients, funders, and citizens

Heightened (sometimes staggering) uncertainty about the future—in terms of the economy, politics, social and demographic changes, the environment, public safety, and so on—along with the subsequent need to assess risks and prepare for at least some of the possible contingencies

Pressures to restructure, reengineer, reframe, repurpose, or otherwise change themselves; to constantly improve the efficiency, effectiveness, equity, and quality of their processes; and to collaborate or compete with others more effectively to better serve key external or internal customers

The related need to make best use of the expanding array of information, communication, and social networking technologies

The need to integrate plans of many different kinds—strategic, business, budget, information technology, human resource management, and financial plans and also short-term action plans

Leaders and managers of organizations and communities must think, act, and learn strategically, now and in the future, if they are to meet their legal, ethical, professional, organizational, community, and public service obligations successfully. Taking a strategic planning approach is a must if these organizations and communities are to compete, survive, and prosper—and if real public value is to be created and the common good is to be served.

This workbook addresses key issues in the design of an overall strategic planning process, from the initial stages through plan preparation, review, and subsequent implementation and evaluation. However, it only touches on the major elements of these processes. We therefore recommend that this workbook be used in tandem with the fourth edition of Strategic Planning for Public and Nonprofit Organizations (Bryson, 2011), which places this workbook’s and the accompanying implementation workbook’s guidance and worksheets in a broader context, provides information on other significant issues, reviews relevant details, and alerts users to important caveats.

Furthermore, this workbook is not a substitute for the internal or external professional strategic planning consultation and facilitation services often needed during a strategic planning effort. The process of strategic planning is both important enough and difficult enough that having support from someone who has “been there and done that”—and who has thought wisely and reflectively about the process—may make the difference between a successful, high-value effort and one that stalls or fails or that even though completed does not produce high-value results.

Audience

This workbook is intended mostly for leaders, managers, planners, employees, and other stakeholders of public and nonprofit organizations and communities. We have found, however, that many people in private sector organizations have used the previous editions of this workbook, too, either because their organizations have a direct business relationship with public or nonprofit organizations or because they find the approach generally applicable to organizational strategic planning. We have also discovered that a surprising number of people use this approach to do personal strategic planning, that is, for themselves as individuals. The audience for the third edition of this workbook therefore includes

People interested in exploring the applicability of strategic planning to their organizations, networks, collaborations, or communities—and perhaps themselves

Sponsors, champions, and funders of strategic planning processes

Strategic planning teams

Strategic planning consultants and process facilitators

Teachers and students of strategic planning

Where This Workbook Will Be Relevant

This workbook is designed to be of use to a variety of people and groups working on developing a strategic plan for

Public and nonprofit organizations as whole entities (rather than their parts)

Parts of public and nonprofit organizations (departments, divisions, offices, bureaus, units)

Personnel involved with programs, projects, business processes, and functions (such as personnel, finance, purchasing, and information management) that cross departmental lines within an organization

Collaborations involving programs, projects, business processes, and services that involve more than one organization in often more than one sector

Networks or groups of organizations focused on cross-cutting functions or issues

Communities

On occasion, single individuals

The worksheets generally assume that the focus of the strategic planning effort is an organization. Please tailor and modify them appropriately if your focus is different.

How This Workbook Facilitates Strategic Planning

The workbook makes strategic planning easier in several ways, including the following:

The strategic planning process is

demystified

and made understandable and accessible. Although we have taken the risk of simplifying a complex process, this approach has been tested in hundreds of strategic planning efforts.

Fears about the process are allayed through the presentation of a simple, flexible model; step-by-step guidance; and easily understood worksheets.

Process sponsors, champions, consultants, and facilitators are provided with many of the tools they will need to guide an organization or group through a strategic process of thinking, acting, and learning.

The complex process of strategic planning has been broken down into manageable steps, making the overall strategy change process easier to manage.

Use of the workbook can document progress and keep the process on track.

Communication among process participants is made easier by the workbook’s structured approach. Tangible products emerge from completing the worksheets, including the products necessary to develop a strategic plan. These products can guide the discussion and the process and substantiate the need for important changes.

Overview of the Contents

This workbook is divided into two sections:

Part One

presents an overview of the strategic planning and implementation process and the benefits to be gained by using it. The chapter on the context and process of strategic change includes readiness assessment worksheets.

Part Two

covers each of the ten key steps of the process in more detail. Each step description includes sections on purpose and possible desired planning outcomes and offers worksheets to facilitate the process.

The workbook ends with supportive resources, a glossary, and a bibliography.

Acknowledgments

JOHN WOULD LIKE TO THANK the people with whom he has worked over the years on various strategic planning projects. He has learned a great deal from them and appreciates their willingness to help him understand more about strategic planning and how to make it more effective. He would also like to thank all the people who have taken his classes and workshops in strategic planning. And he is especially appreciative of Farnum Alston’s contributions and willingness to bring his insights, experience, and talents to bear on this workbook project. He is a master strategic planning practitioner and theorist. Farnum has field-tested the contents of this workbook in an extraordinary number of settings. Finally, John would like to thank Barbara Crosby, for her special insights, constant encouragement, and love throughout the process of developing this third edition, and the other members of his delightfully expanding family, which now includes a grandchild. They provide more than enough inspiration to work for a better future for us all.

FARNUM WOULD FIRST LIKE TO THANK his family—his wife, Kirsten, and his daughter, Greer, for their love and support and their giving up of family time to allow him to continue to collaborate with John on this third edition of this workbook. He would next like to thank the many colleagues, clients, and friends who, over thirty-five years and now over 400 major organizational change management and strategic planning projects, have been the real-life inspiration for his work and his contribution to this workbook. Their hands-on involvement in public, private, and nonprofit organizations and their belief in better governance, quality leadership, integrity, honesty, and the need to add real value have been invaluable to him and to his contribution to this book. The colleagues include (among many) Steve Born, Bud Jordahl, Dale Stanway, William Bechtel, and Dave Schwartz. Special thanks go again to John Bryson. After thirty-five years of friendship we have come together for the third time to write this workbook. John’s contributions to and insights about improving public and private organizations and their leadership and good governance have helped us all. On a final note, Farnum would like to extend special additional recognition to Bud (Harold) Jordahl Jr., an emeritus professor at the University of Wisconsin. Bud, who passed away at age eighty-three in May 2010, was a public policy legend in the environmental movement. He was also a key architect and a gentle guide in the careers of many, including Farnum’s own. He is missed.

April 2011

John M. BrysonMinneapolis, Minnesota

Farnum K. AlstonBozeman, Montana

The Authors

John M. Bryson is McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He works in the areas of leadership, strategic management, and the design of organizational and community change processes. He has consulted with a wide range of government, nonprofit, and business organizations in North America and Europe. He wrote the best-selling and award-winning Strategic Planning for Public and Nonprofit Organizations, now in its fourth edition (2011), and cowrote, with Barbara C. Crosby, the award-winning Leadership for the Common Good, second edition (2005). He is a Fellow of the National Academy of Public Administration.

Bryson has received many awards for his work, including four best book awards, three best article awards, the General Electric Award for Outstanding Research in Strategic Planning from the Academy of Management, and the Distinguished Research Award and the Charles H. Levine Memorial Award for Excellence in Public Administration given jointly by the National Association of Schools of Public Affairs and Administration and the American Society for Public Administration (ASPA). In 2011 he received the Dwight Waldo Award from ASPA. The award honors persons who have made “outstanding contributions to the professional literature of public administration over an extended scholarly career of at least 25 years.” He serves on the editorial boards of the American Review of Public Administration, International Public Management Journal, Public Management Review, International Review of Public Administration, and Journal of Public Affairs Education.

He earned his undergraduate degree, in economics, from Cornell University, and he holds MS and PhD degrees in urban and regional planning and an MA degree in public policy and administration, all from the University of Wisconsin.

Farnum K. Alston is the founder of The Crescent Company—750 Black Bear Road, Bozeman, Montana 59718; phone [phone]; e-mail: [email protected]. He established this company in 2000 to assist public, for-profit, and nonprofit organizations and also individuals with change management and strategic planning projects. Alston has, over the last forty years, worked on over 400 major change management and strategic planning projects for public, private, and nonprofit organizations. He has been a managing director for The International Center for Economic Growth and has served on many boards and committees of public and nonprofit organizations, including the Government Finance Officers Association (GFOA) award committee, the Baldrige National Awards evaluation committee, the Henry’s Fork Foundation board (an environmental protection organization), the Going To The Sun Rally board (a nonprofit that raises money for good causes), and as an appointed member of several school district boards. He is also a recipient of the U.S. Department of Commerce Outstanding Service Award.

Alston has had extensive government experience at the federal, state, regional, and local levels. He served as (in chronological order) environmental adviser to Governor Patrick Lucey of Wisconsin, staff director of the federal Upper Great Lakes Regional Commission, director of the Upper Great Lakes Regional Commission (appointed by Presidents Ford and Carter), deputy chief administrative officer for the City and County of San Francisco, and deputy mayor and budget director for Dianne Feinstein when she was mayor of San Francisco.

Alston has also had extensive business experience, including being involved with over 200 major government and business consulting projects while working with Woodward Clyde Consultants; being a partner at KPMG Peat Marwick, where he led that organization’s government and higher education sector practices; and being the founder and owner of The Resources Company and The Crescent Company.

Alston did his undergraduate work at the University of California, Berkeley, in economics and his postgraduate work at Montana State University and then at the University of Wisconsin, Madison, in public policy.

Part 1An Overview

Introduction

What Is Strategic Planning and Why Do It?

Several Complementary Ways of Looking at and Thinking About Strategic Planning

The Benefits of Strategic Planning

Poor Excuses for Avoiding Strategic Planning

Two Legitimate Reasons Not to Undertake Strategic Planning

What Is Strategic Planning and Why Do It?

Strategic planning is “a deliberative, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it” (Bryson, 2011). Strategic planning is an approach to dealing with the serious challenges that organizations, parts of organizations, collaborations, and communities face. These challenges require deliberation and discipline on the part of leaders if they are to be effectively managed.

All organizations are in a constant state of change and flux—even those that think of themselves as stable are typically changing in various ways. People are coming and going, mandates are shifting, budgets are changing, stakeholder needs and expectations are changing, and so on. A strategically managed organization is one that both defines where it wants to be and manages change effectively through an action agenda to achieve that future.

Strategic planning is a way of thinking, acting, and learning.

It usually takes a comprehensive view by focusing on the

big picture

, but it also leads to specific, targeted actions in the present in light of their longer-term consequences.

It is often visionary and usually proactive rather than reactive in addressing the need for change.

It is flexible and practical.

It is a guide for decision making and resource allocation; strategic planning guides budgeting, not the reverse.

Strategic planning is not any one thing but is instead a set of concepts, procedures, methodologies, and tools that can help public and nonprofit organizations, collaborations, and communities to become more successful in defining and achieving their mission or vision and in creating significant and enduring public value.

Through strategic planning organizations can

Document and discuss the environment in which they exist and operate, and explore the factors and trends that affect the way they do business and carry out their roles.

Clarify and frame the issues or challenges facing the organization.

Clarify organizational mission, goals, and values, and articulate a vision for where the organization wants to be.

Develop strategies to meet their mandates, fulfill their missions, achieve their goals, be true to their values, realize their visions, and create public value by reexamining and reworking organizational mandates, mission, values, goals, product or service level and mix, clients, users or payers, cost, financing, structure, processes, or management.

To be effective, strategic planning must be action and results oriented and must be linked to operational planning. It must also be linked to a variety of