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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
The authority on developing strategies and a strategic plan for any public and nonprofit organization
Strategic Planning for Public and Nonprofit Organizations is the comprehensive, practical guide to building and sustaining a more effective organization, delivering a clear framework for designing and implementing a better strategic planning and management process. The field's leading authorities share insights, advice, helpful tools, and specific techniques, alongside a widely used and well-regarded approach to real-world planning.
This revised and updated Sixth Edition contains new literature cited, new cases, more information on international public and nonprofit concerns, and a more extensive discussion of design and agile methods of strategy development and implementation. In this book, readers will learn how to:
- Establish an effective approach to the strategic planning process that helps clarify mission and mandates, identify issues, establish a vision, develop strategies, and implement plans
- Manage the process with continual learning and linking unique assets and abilities to better accomplish the central mission
- Create significant and enduring public value and navigate political, economic, societal, technological, environmental and legal developments, both locally and internationally
Innovation and creativity produce great ideas, but these ideas must be collected and organized into an actionable plan bolstered by a coalition of support to make your organization great. Strategic Planning for Public and Nonprofit Organizations provides everything public and nonprofit leaders need to help bring all of your vision, talent, and assets together into a workable organizational strategy.
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Veröffentlichungsjahr: 2024
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Table of Contents
COVER
TABLE OF CONTENTS
TITLE PAGE
COPYRIGHT
DEDICATION
TABLE, FIGURES, EXHIBITS, AND VIGNETTES
PREFACE
SCOPE
AUDIENCE
OVERVIEW OF THE CONTENTS
COMPANION STRATEGIC PLANNING WORKBOOKS
ACKNOWLEDGMENTS FOR THE SIXTH EDITION
THE AUTHORS
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING
CHAPTER ONE: Why Strategic Planning Is More Important Than Ever
DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC PLANNING
DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC MANAGEMENT
THE VIGNETTES
SUMMARY
CHAPTER TWO: The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations
A TEN-STEP STRATEGIC PLANNING PROCESS
TAILORING THE PROCESS TO SPECIFIC CIRCUMSTANCES
SUMMARY
PART TWO: KEY STEPS IN THINKING, ACTING, AND LEARNING STRATEGICALLY
CHAPTER THREE: Initiating and Agreeing on a Strategic Planning Process
PLANNING FOCUS AND DESIRED IMMEDIATE OUTCOMES
LONGER-TERM DESIRED OUTCOMES
GETTING CLEAR ABOUT THE PURPOSE
DEVELOPING AN INITIAL AGREEMENT
PROCESS DESIGN AND ACTION GUIDELINES
HAVE REALISTIC HOPES FOR THE PROCESS
SUMMARY
CHAPTER FOUR: Clarifying Organizational Mandates, Mission, and Values
MANDATES
MISSION
STAKEHOLDER ANALYSES
THE MISSION STATEMENT
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
CHAPTER FIVE: Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges or Threats
PURPOSE
DESIRED IMMEDIATE OUTCOMES
LONGER-TERM DESIRED OUTCOMES
EXTERNAL ENVIRONMENTAL ASSESSMENTS
INTERNAL ENVIRONMENTAL ASSESSMENT
THE ASSESSMENT PROCESS
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
CHAPTER SIX: Identifying Strategic Issues Facing the Organization
IMMEDIATE AND LONGER-TERM DESIRED OUTCOMES
NINE APPROACHES TO STRATEGIC ISSUE IDENTIFICATION
SUMMARY
CHAPTER SEVEN: Formulating and Adopting Strategies and Plans to Manage the Issues
PURPOSE
DESIRED IMMEDIATE AND LONGER-TERM OUTCOMES
FOUR APPROACHES TO STRATEGY DEVELOPMENT
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
CHAPTER EIGHT: Establishing an Effective Organizational Vision for the Future
DESIRED IMMEDIATE OUTCOMES AND LONGER-TERM BENEFITS
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
CHAPTER NINE: Implementing Strategies and Plans Successfully
PURPOSE AND DESIRED IMMEDIATE AND LONGER-TERM OUTCOMES
THE PERFORMANCE-ORIENTED APPROACH
THE STRUCTURAL APPROACH
THE SPECIAL ROLE OF BUDGETS
THE RELATIONAL APPROACH
THE AGILE APPROACH
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
CHAPTER TEN: Reassessing and Revising Strategies and Plans
PURPOSE AND DESIRED OUTCOMES
BUILDING A STRATEGIC MANAGEMENT SYSTEM
PROCESS DESIGN AND ACTION GUIDELINES
SUMMARY
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING
CHAPTER ELEVEN: Leadership Roles in Making Strategic Planning Work
UNDERSTANDING THE CONTEXT
UNDERSTANDING THE PEOPLE INVOLVED, INCLUDING ONESELF
SPONSORING THE PROCESS
CHAMPIONING THE PROCESS
FACILITATING THE PROCESS
FOSTERING COLLECTIVE LEADERSHIP (AND FOLLOWERSHIP)
USING DIALOGUE AND DELIBERATION TO CREATE A MEANINGFUL PROCESS
MAKING AND IMPLEMENTING DECISIONS IN ARENAS
ENFORCING PRINCIPLES AND NORMS, SETTLING DISPUTES, AND MANAGING RESIDUAL CONFLICTS
SUMMARY: PUTTING IT ALL TOGETHER AND PREPARING FOR ONGOING STRATEGIC CHANGE
CHAPTER TWELVE: Getting Started with Strategic Planning
THE TWO CASES AND VIGNETTES REVISITED
The U.S. Government Accountability Office
LESSONS FROM THE INTERNATIONAL VIGNETTES
GETTING STARTED
PART FOUR: RESOURCES
RESOURCE A: A Guide to Stakeholder Identification and Analysis Techniques
AN ARRAY OF TECHNIQUES
CONCLUSIONS
RESOURCE B: Digital Tools, Artificial Intelligence, and Big Data in the Strategic Planning Process
ENHANCING ORGANIZATIONAL USE OF DIGITAL TOOLS
THE TOOLS
CONCLUSIONS
REFERENCES
NAME INDEX
SUBJECT INDEX
END USER LICENSE AGREEMENT
List of Tables
Chapter 1
Table 1.1. Selected MEDA Performance Data, 2013–2023
List of Illustrations
Chapter 1
Figure 1.1. The ABCs of Strategic Planning
Figure 1.2. The Rational Planning Model
Figure 1.3. The Political Decision-Making Model
Figure 1.4. Purposes and Functions of Strategic Planning and Management
Chapter 2
Figure 2.1. The Strategy Change Cycle
Figure 2.2. A Strategic Planning System for Integrated Units of Management
Figure 2.3. Strategic Planning Outcomes, Actions, Design Features, and Contex...
Chapter 3
Figure 3.1. Possible Purposes to Be Served by the City of Utrecht in Address...
Figure 3.2. Outcomes Likely to Be Needed if the Strategic Planning Process I...
Chapter 4
Figure 4.1. Stakeholder Map for a Government
Chapter 5
Figure 5.1. Simplified Policy Field Map of the Relationships Surrounding MED...
Chapter 6
Figure 6.1. Sorting Out the Issues and Their Implications
Figure 6.2. Strategic Issues Facing a Roman Catholic Religious Order
Chapter 7
Figure 7.1. U.S. GAO Strategic Framework, Including Mission, Core Values, Tr...
Figure 7.2. The Catalyst Collaboration's High-Level 2019 Strategy Map
Chapter 10
Figure 10.1. Strategic Issues Management Model
Figure 10.2. Purchaser-Provider Contract Model
Resource A
Figure A.1. Strategic Management Purposes and Functions and Stakeholder Anal...
Figure A.2. Power versus Interest Grid
Figure A.3. Bases of Power–Directions of Interest Diagram, with Examples of ...
Figure A.4. Stakeholder-Issue Interrelationship Diagram
Figure A.5. Problem-Frame Stakeholder Map
Figure A.6. Policy Attractiveness versus Stakeholder Capability Grid
Guide
Cover
Table of Contents
Title Page
Copyrigth
Dedication
Table, Figures, Exhibits, and Vignettes
Preface
Acknowledgments for The Sixth Edition
The Authors
Begin Reading
Resource A: A Guide to Stakeholder Identification and Analysis Techniques
Resource B: Digital Tools, Artificial Intelligence, and Big Data in the Strategic Planning Process
References
Name Index
Subject Index
End User License Agreement
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Praise for Strategic Planning for Public and Nonprofit Organizations, 6th Edition
This new edition of Strategic Planning for Public and Nonprofit Organizations leverages the two authors' deep engagement with strategy makers. The book provides a mix of practical frameworks and associated guidelines, with two cases that develop as the book unfolds, along with a series of international vignettes. This book provides exceptional value to anyone seeking to undertake strategic planning that is thoughtful, effective, and implementable. Though primarily aimed at the public and nonprofit sectors, this book will be extremely useful for those in the for-profit sector who want to address both strategic planning and strategic management.
—Fran Ackermann, John Curtin Distinguished Professor, Curtin Business School, Curtin University, Australia; and Colin Eden, Emeritus Professor, Strathclyde Business School, University of Strathclyde, Scotland; Authors of Making Strategy: Mapping out Strategic Success
Strategic Planning for Public and Nonprofit Organizations is the classic that keeps on giving. The sixth edition further reinforces the message that strategizing is not a one-off process, but rather an integral and ongoing part of effective management and governance. The book remains essential reading for both theorists and practitioners.
—Chris Ansell, Professor of Political Science, University of California, Berkeley, USA
This book about strategic planning in public and nonprofit organizations is, in fact, a comprehensive framework for carrying out management tasks in any organization. It is more lucid, intelligent, and fertile than any other such resource in public and nonprofit management. Practitioners can use it when they are planning for change in how public and nonprofit organizations create public value, while academics and students in public and nonprofit management can both prize and critique it as a living classic.
—Michael Barzelay, Professor of Public Management, London School of Economics and Political Science, UK
Having established itself as the standard for strategic management in public and nonprofit organizations over the past 35 years, this sixth edition of Strategic Planning for Public and Nonprofit Organizations is up to date with many new examples and techniques. The book emphasizes the synthesis of leadership, management, and strategy in practice. Bryson and George write clearly and do not avoid the downsides of strategic planning. Based upon their extensive experience with many organizations, Bryson and George's work is like having expensive consultants provide North Star guidance and principles to people undertaking strategic planning and management. Having used this book for practice and teaching, I highly recommend it for breadth and depth. I promise you will learn new, important lessons to become a more effective strategic manager!
—Fran Berry, Askew Eminent Scholar and Professor, Florida State University, USA
For years, I have kept close at hand a dog-eared and well-worn earlier edition of this book on which I rely both as a resource in my teaching about strategic leadership and as a guide in my own work leading a public institution. It has been invaluable to me. This new, updated sixth edition shines a clear light on the intersecting challenges of (1) balancing the imperative of equity and inclusion in the stakeholder engagement process, (2) the opportunity—and expectation—to apply state-of-the-art digital tools to the work of analysis and synthesis, and (3) the unrelenting pressure of timeliness in the overall strategic planning process. This book is insightful, engaging, and sympathetic to the realities of strategic planning in practice.
—Laura J. Bloomberg, President, Cleveland State University, USA
This sixth edition is essential for anyone interested in strategic management in public and nonprofit organizations. I especially value the authors' exploration of strategic management as a tool for thoughtfully addressing complex strategic issues deliberatively, making it an even more valuable contribution to the literature.
—Sara Brorström, Professor of Management and Organization, School of Business, Economics, and Law, Gothenburg University, Sweden
Five editions of Strategic Planning for Public and Nonprofit Organizations have accompanied scholars and decision makers for more than 35 years and made John Bryson the father of strategic planning in public and nonprofit administrations across the globe. The rapid pace of change of volatile, uncertain, complex, and ambiguous (VUCA) environments and the ongoing poly-crisis demand inclusion, analysis, synthesis, and speed. The sixth edition, coauthored with Bert George, a rising star of strategy studies, has been updated with new approaches and cases and is much more international, but continues the emphasis on what really matters: strategic thought, action, and learning.
—Denita Cepiku, Associate Professor of Public Management, University of Rome Tor Vergata, Italy
I wholeheartedly recommend this book as a key catalyst for transformative strategic planning and thinking in the nonprofit and public sectors. Packed with actionable insights and innovative strategy tools, it is essential reading for those committed to driving impactful change. This book goes beyond being a mere guide; it empowers leaders to redefine success and effectiveness in their organizations. A compelling read, it is a vital resource for visionary practitioners.
—Gary Cunningham, Senior Advisor, Institute on Race, Power and Political Economy, New School for Social Research, and former President and CEO of the Metropolitan Economic Development Association and of Prosperity Now, USA
The sixth edition of Strategic Planning for Public and Nonprofit Organizations provides leaders, managers, and students with a comprehensive and disciplined approach to leadership, strategic planning, and ongoing management. The book highlights how effective strategists create common ground with stakeholders to develop suitable, wise and effective strategic plans that cross boundaries and operate at scale. Various tools to assist with strategic planning are presented and cases are used to give leaders and strategists practical guides for how to plan in both large and small organizations. The new edition is also an effective tool for students beginning or enhancing their careers because its comprehensive approach can be adapted to a multiplicity of situations.
—Ed DeSeve, Coordinator, Agile Government Center of the U.S. National Academy of Public Administration; former Special Assistant to U.S. President Barack Obama and Vice President Joe Biden; former Deputy Director for Management, Executive Office of the U.S. President, Office of Management and Budget, USA
This book masterfully blends theoretical insights with practical strategies and is distinguished by its global perspective and contemporary approaches, including design thinking and agile methodologies. The approach is crucial for enhancing resilience and adaptability in public and nonprofit organizations, making it a must-read in today's dynamic landscape.
—Said Elbanna, Professor of Strategic Management, Director of Center for Entrepreneurship and Organizational Excellence, Qatar University, Qatar
The challenges of globalization, the information era, and the economic changes affecting organizations require a powerful leading light to guide senior managers through complexity and unpredictability. I have been using Strategic Planning for Public and Nonprofit Organizations for more than 20 years to teach scholars and practitioners to create successful strategies for their organizations, guiding them through changes and obstacles. I greatly recommend this book to be your guiding light.
—Ricardo Corrêa Gomes, Professor and Associate Dean, Escola de Administração de Empresas de São Paulo da Fundação Getulio Vargas, Sao Paolo, Brazil
The sixth edition of Strategic Planning for Public and Nonprofit Organizations is crammed with insights, research-based knowledge and guidance to strategic leaders who provide public and nonprofit services. Written in an accessible and engaging style, the authors present their famous Strategy Change Cycle and add a wealth of new perspectives on design and agile approaches and public value creation. The authors offer an innovative and original take on leadership, strategic planning, and management that both scholars and leaders will find inspirational.
—Carsten Greve, Professor of Public Management and Governance, Copenhagen Business School, Denmark; and Tamyko Ysa, Professor of Strategy and Public Management, ESADE Business School, Spain; Coeditors of the Handbook of Strategic Public Management
The sixth edition of this classic strategic planning book brings together the expertise of two renowned strategy experts. Drawing on examples from across the globe, they demonstrate why strategic planning remains so popular and what effective strategic planning looks like. They also engage with new trends, including design thinking, agile, AI, and big data, all of which add to the timeliness of the book. A must read!
—Alfred Ho, Professor and Dean of the College of Liberal Arts and Social Sciences, City University of Hong Kong, Hong Kong SAR
Developing a strategic vision for leading any public or nonprofit organization must begin with this wonderful classic by John Bryson and Bert George. With fresh examples and keen insights, they have produced a superb owner's manual for the vehicles we call on to do the people's work in our democratic institutions.
—Donald F. Kettl, Professor Emeritus and former Dean, University of Maryland School of Public Policy, USA
With the publication of the sixth edition of Strategic Planning for Public and Nonprofit Organizations, John Bryson and Bert George have given the public and nonprofit management field the definitive resource for strategic planning, strategic management, and most important, strategic governance for the times we live in. The foresight resulting from using the approach, tools, techniques, and processes outlined here will be critical for navigating the complex and deeply unsettled settings facing democratic leaders and managers in the twenty-first century.
—Chris Koliba, Edwin O. Stene Distinguished Professor, University of Kansas, USA
John Bryson and Bert George have updated the book's previous edition significantly by adding new approaches and cases. The book offers a conceptual and practical guiding light to those who want to be prepared to effectively handle challenging problems in a world that is volatile, uncertain, complex, and ambiguous, and thereby become better strategists in the post-pandemic era.
—M. Jae Moon, Underwood Distinguished Professor and Director of the Institute of Future Government, Yonsei University, South Korea
Strategic Planning for Public and Nonprofit Organizations has long been the benchmark resource for researchers and practitioners seeking to understand how to set goals and develop strategies in a thoughtful way. This new edition reinforces that standard, while bringing strategic planning to a new era, expertly offering a framework to guide public and nonprofit organizations in an increasingly uncertain world.
—Donald Moynihan, McCourt Chair, McCourt School of Public Policy, Georgetown University, USA
This new edition is the finest strategic planning book in the world. It is always my number-one recommendation to practitioners and scholars alike. No one does strategic planning better than John Bryson and Bert George.
—Rosemary O'Leary, Edwin O. Stene Distinguished Professor Emerita, University of Kansas School of Public Affairs, USA
The latest edition of this classic builds on strong foundations but takes us in new directions. By bringing together the expertise of two leading strategy scholars, novel ideas are developed, and emerging issues are explored in new ways. Together, Bryson and George stake out a shift from strategic planning toward strategic management and governance. In doing so, they broaden the scale and scope of how we think about strategy in the public and nonprofit sectors. A must-read for all of those interested in how to deploy complex problem-solving in an increasingly VUCA world.
—Janine O'Flynn, Professor and Director of the Crawford School of Public Policy, ANU College of Asia and the Pacific, The Australian National University, Australia
Strategy is a noun, the framework that guides what you do. Strategic is an adjective, as in strategic planning, a way of arriving at strategy. Then there's strategize, a verb—indeed, an action verb—that denotes a way of doing business, a way of thinking and operating in an uncertain, dynamic, and complex world. Strategizing involves ongoing reflection, continuous analysis, rapid reconnaissance, responsive adaptation, innovative agility, deliberative collaboration, and engaged leadership. The book's title focuses on strategic planning, and it covers that content as it has in past editions. But the overarching theme of this new sixth edition spotlights strategizing. It's a call to integrate thinking and action, to synthesize planning, design, implementation, and evaluation, to engage deliberatively and catalytically through analytic intentionality and adaptability. In essence, the book shows you how to act as a strategist in all you do. How? By strategizing.
—Michael Quinn Patton, Author of Utilization-Focused Evaluation and former President of the American Evaluation Association, USA
The scope and depth of coverage of this book are breathtaking. I highly recommend it to anyone looking to build a more effective public or nonprofit organization.
—M. Ramesh, Professor and UNESCO Chair on Social Policy Design in Asia, Lee Kuan Yew School of Public Policy, National University of Singapore, and President of the International Public Policy Association
The evolution and refinement of the ideas in this book about strategic thinking, acting, and learning provide inspiration and guidance both to leaders who are trying to make their organizations, their networks, and their communities more effective, and to scholars interested in supporting human agency in the face of profound challenges. As such, the book is equally inspirational and practical.
—Jodi Sandfort, Dean and Professor, Evans School of Public Policy and Governance, University of Washington, USA
With the sixth edition, John Bryson and Bert George continue to make a significant contribution to our understanding of why, when, and how strategy-making is critically important in an organizational setting. Previous editions of this book contained valuable insights and practical guidance that can be used by students new to the field, as well as academics and practitioners with extensive experience. This new, updated edition is no exception and is an indispensable resource for leaders who are seeking to create public value and achieve results in their organizations.
—Woody Stanley, Cochair, Government Community-of-Practice Group, International Association for Strategy Professionals, and former U.S. Government Strategic Planner, USA
This book is the indispensable guide for leaders and academics aiming to understand and navigate the complexities of strategy in the public and nonprofit sectors. It provides a nuanced, comprehensive approach, emphasizing the delicate and important balance among strategic planning, management, governance, and leadership. This latest edition skillfully builds on the classic strengths of previous editions, while incorporating contemporary evidence, techniques, and case studies to illuminate how to address current and future challenges.
—Ileana Steccolini, Professor of Accounting, Director of Research, Essex Business School, University of Essex, UK, and President of the International Research Society for Public Management
There is no shortage of books on leadership. But few are oriented to integrating strategic thinking and action with planning and management. Bryson and George are among the few scholars who have systematically focused on this integration through decades of research and applied practice with public and nonprofit organizations. This book is the indisputable source for leaders and managers committed to strengthening governance and organizational performance to maximize mission impact. Practitioners, students, and scholars will all benefit richly from this sixth edition.
—David Van Slyke, Dean and Louis A. Bantle Chair in Business and Government Policy, Maxwell School of Citizenship and Public Affairs, Syracuse University, USA
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STRATEGIC PLANNING FOR PUBLIC AND NONPROFIT ORGANIZATIONS
SIXTH EDITION
A Guide to Strengthening and Sustaining Organizational Achievement
JOHN M. BRYSON
BERT GEORGE
Copyright © 2024 by John Wiley & Sons, Inc. All rights, including for text and data mining, AI training, and similar technologies, are reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data
Names: Bryson, John M. (John Moore), 1947- author. | George, Bert, author.
Title: Strategic planning for public and nonprofit organizations : a guide to strengthening and sustaining organizational achievement / John M. Bryson and Bert George.
Description: Sixth edition. | Hoboken, NJ : Wiley, [2024] | Includes bibliographical references and index.
Identifiers: LCCN 2024020694 (print) | LCCN 2024020695 (ebook) | ISBN 9781394274024 (hardback) | ISBN 9781394274048 (adobe pdf) | ISBN 9781394274031 (epub)
Subjects: LCSH: Strategic planning. | Nonprofit organizations—Management. | Public administration.
Classification: LCC HD30.28 .B79 2024 (print) | LCC HD30.28 (ebook) | DDC 658.4/012—dc23/eng/20240601
LC record available at https://lccn.loc.gov/2024020694
LC ebook record available at https://lccn.loc.gov/2024020695
Cover Design: Wiley
Cover Image: © Ivanastar/Getty Images
This book is dedicated to all our students past and present, all the organizations with whom we have been privileged to work, and all the people who have been kind enough to read and comment on this book in its many editions. We owe you all a deep debt of gratitude—not least for all that we have learned from you.
TABLE, FIGURES, EXHIBITS, AND VIGNETTES
Table
1.1
Selected MEDA Performance Data, 2013–2023
Figures
1.1
The ABCs of Strategic Planning
1.2
The Rational Planning Model
1.3
The Political Decision-Making Model
1.4
Purposes and Functions of Strategic Planning and Management
2.1
The Strategy Change Cycle
2.2
A Strategic Planning System for Integrated Units of Management
2.3
Strategic Planning Outcomes, Actions, Design Features, and Context
3.1
Possible Purposes to Be Served by the City of Utrecht in Addressing the Challenges of Housing and Integrating Asylum Seekers
3.2
Outcomes Likely to Be Needed if the Strategic Planning Process Is to Succeed
4.1
Stakeholder Map for a Government
5.1
Simplified Policy Field Map of the Relationships Surrounding MEDA's Program with the Association of Women Contractors and the U.S. Department of Commerce's Minority Business Development Agency
6.1
Sorting Out the Issues and Their Implications
6.2
Strategic Issues Facing a Roman Catholic Religious Order
7.1
U.S. GAO Strategic Framework, Including Mission, Core Values, Trends, and Goals
7.2
The Catalyst Collaboration's High-Level 2019 Strategy Map
10.1
Strategic Issues Management Model
10.2
Purchaser-Provider Contract Model
A.1
Strategic Management Purposes and Functions and Stakeholder Analysis Techniques to Assist in Fulfilling Them
A.2
Power versus Interest Grid
A.3
Bases of Power–Directions of Interest Diagram, with Examples of Power Bases and Interests
A.4
Stakeholder-Issue Interrelationship Diagram
A.5
Problem-Frame Stakeholder Map
A.6
Policy Attractiveness versus Stakeholder Capability Grid
Exhibits
1.1
Strategic Planning and Strategic Management—Definitions, Functions, and Approaches
3.1
Purpose Mapping Technique Guidelines
3.2
Choosing the Right Stakeholders
3.3
Metropolitan Economic Development Association's Initial Agreement Process for Its 2020–2025 Strategic Plan
3.4
U.S. Government Accountability Office Initial Agreement Process for Its 2022–2027 Strategic Plan
3.5
N.E.AR's Strategic Planning Process
3.6
Longer Planning Process of a Large Human Service Organization
4.1
Metropolitan Economic Development Association Mission, Vision, and Values, 2016–2025
4.2
U.S. Government Accountability Office Mission, Vision, and Values Statement, 2022–2027
5.1
MEDA SWOC/T 2019 Analysis
5.2
GAO's Trends Affecting Government and Society
5.3
The Organizational Highs, Lows, and Themes Exercise
5.4
The Snow Card or Affinity Diagram Technique
6.1
Some Key Strategic Issues in the U.S. Government Accountability Office Strategic Planning Process
6.2
Strategic Issues Facing the Metropolitan Economic Development Association (MEDA)
6.3
Operational versus Strategic Issues
7.1
U.S. GAO Strategic Framework: Mission, Values, Trend, and Goals
7.2
The Metropolitan Economic Development Association (MEDA) Strategic Framework, 2020–2025
7.3
Principles Guiding the Global Alliance for the Future of Food
7.4
David Osborne and Peter Plastrik's Typology of Public-Sector Strategies
7.5
Bryan Barry's Typology of Typical Nonprofit Strategies
8.1
An Example of a Vision of Success from GAO
11.1
Fulfilling the Leadership Roles in Making Strategic Planning and Implementation Work in the MEDA Case
A.1
Participation Planning Matrix
A.2
Ethical Analysis Grid
A.3
Policy Implementation Strategy Development Grid
B.1
Open Government Maturity Model
B.2
Sites Where Digital Tools Relevant to Strategic Planning May Be Found
B.3
Cmap Displayed in Cmap Viewer
B.4
The Basic Logic Structure of a DebateGraph
B.5
A Simplified DebateGraph Map of the Obama Administration's Open Government Initiative
Vignettes
3.1
Creative Bureaucrats in Flemish Municipal Strategic Planning Teams
4.1
Clarifying Mandates in Organizations with Strong Political Control
5.1
Future Thinking at Singapore's Centre for Strategic Futures
6.1
Strategic Issues for Early Childhood Development in Ethiopia
7.1
Strategies for Vietnam's Future by Vietnamese Scientists and Experts
8.1
Vision Delhi@2047: A Bold Vision Aimed at Mobilizing Key Stakeholders
9.1
Building Capacity for Implementation in Welsh Schools
10.1
Reassessing: Strategic Management at the Asian Development Bank
PREFACE
This book addresses a number of important questions facing the leaders and managers of public and nonprofit organizations as they cope with the challenges that confront their organizations, now and in the years ahead. How should they respond to the increasingly volatile, uncertain, complex, and ambiguous (VUCA) environments in which they find themselves? How should they respond to dwindling or unpredictable resources; new public expectations or formal mandates; demographic changes; technology changes; deregulation or reregulation; upheavals in international, national, state, and local economies and polities; and new roles for public, nonprofit, and business organizations, including calls for them to collaborate more often? What should their organizations' missions be? How can they create greater and more enduring public value? How can they formulate desirable strategies and implement them effectively? These are the questions this book addresses.
SCOPE
Strategic Planning for Public and Nonprofit Organizations is based on two premises. The first is that leaders and managers of public and nonprofit organizations must be effective strategists if their organizations are to fulfill their missions, meet their mandates, satisfy their constituents and other key stakeholders, and create public value. These leaders and managers will need to exercise as much discretion as possible in the areas under their control. They need to develop effective strategies to cope with changed and changing circumstances, and they need to develop a coherent and defensible basis for their decisions. They also need to build the capacity—the resilience and sustainability—of their organizations to respond to significant challenges now and in the future.
The second premise is that leaders and managers are most likely to discern the way forward via a reasonably disciplined process of deliberation with others when the situations faced require more than technical fixes. To succeed, deliberative processes also need institutional and organizational processes and structures in place to support them. The deliberative tradition, however, nowhere implies that there is “one best answer” to major challenges, only that there is the possibility of gaining understanding, finding common ground, and making wise choices via the deliberative process.
Strategic planning at its best makes extensive use of analysis and synthesis in deliberative settings to help leaders and managers successfully address the major challenges that their organization (or other entity) faces. This book begins by defining strategic planning as a deliberative, disciplined approach to producing fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it. Strategic planning has an important role to play as part—but only a part—of complex social problem-solving. Specifically, it can be helpful for:
Gathering, analyzing, and synthesizing information to consider its strategic significance and frame possible choices
Producing considered judgments among key decision-makers about desirable, feasible, defensible, and acceptable missions, goals, strategies, and actions, along with complementary initiatives, such as new, changed, or terminated policies, programs, and projects, or overall organizational designs
Addressing key organizational challenges now and in the foreseeable future
Enhancing continuous organizational learning, capacity building, adaptability, and sustainability
Creating significant and enduring public value
As experience with this kind of deliberative approach has grown, a substantial and expanding inventory of knowledge, guidance, procedures, tools, and techniques has also developed to assist leaders and managers. Strategic planning of this kind has become a standard part of management thinking and practice in the business world. Strategic planning has also become the standard practice of large numbers of public and nonprofit organizations across the globe. Of course, strategic planning isn't always called for, doesn't always work, or can work quite badly. This book is intended to help practitioners make suitable, wise, and effective use of strategic planning.
The first five editions of this book played an important role in promoting the use of strategic planning by public and nonprofit organizations. The practice of strategic planning has progressed substantially, and new areas of concern have emerged. Thus, although this sixth edition covers many of the same topics as the first five editions, it also focuses on additional areas requiring special attention. All of the chapters and references have been updated and new cases have been added. In addition, new material has been added on:
Design approaches to strategic issue identification and strategy development.
Generic approaches to strategy implementation, including performance-oriented, structural, relational, and agile approaches. We note that every effective approach to implementation is likely to be a hybrid that includes aspects of each approach pursued as part of a strategically designed and managed implementation process.
Strategy management at scale to address challenges that go well beyond what any individual organization can address by itself.
An overview of how digital tools, big data, and artificial intelligence (AI) can support strategic planning and management initiatives.
Applications and cases from around the world of ideas and practices presented in this book.
Two in-depth case studies from the United States, which are included in
Part 2
of the book.
Recent research evidence from around the world on strategic planning practice in public and nonprofit organizations and its outcomes.
The sixth edition reflects a continuing major trend in the field by explicitly blending leadership, strategic planning, and ongoing management. People realize that strategic planning is no substitute for leadership and ongoing effective management. People also realize that strategic thinking, acting, and learning must go together for strategic planning to serve its function as a deliberative process focused on identifying and addressing important organizational issues. Of course, these points were all emphasized in the previous editions, but they are emphasized even more in the sixth edition. The book is, therefore, as much about strategic management—and indeed strategic governance—as it is about strategic planning. We have kept the original title, however, because of the recognition and following that the first five editions have achieved worldwide.
The new edition also reflects another continuing trend in the field by highlighting the importance of inclusion, analysis and synthesis, and speed as means to increasing organizational and community effectiveness. The idea is to get more people of various kinds and skills involved, increase the sophistication and quality of analysis and synthesis used to inform action, and do it all more quickly than in the past. The challenge, of course, is that doing any two of the three is not so hard, but doing all three together is very hard. One of the challenges the book presents, but does not really solve, is how to be inclusive, analytic, synthetic, and quick all at once. Figuring out how to address that challenge effectively is one of the continuing tasks for the field.
A third trend the book reflects is that public and nonprofit organizations are increasingly pushed to be more robust, resilient, results oriented and client oriented, and approaches like design thinking and agile practices have increased in popularity as a result. The new edition incorporates both, including design approaches to strategic issue identification and strategy formulation and agile approaches to implementation.
In short, this edition places a renewed emphasis on the fact that strategic planning is not the same as strategic thinking, acting, learning, or deliberation. What matters most is strategic thinking, acting, and learning—strategizing—in a deliberative context. Strategic planning is useful only if it improves strategic thought, action, and learning; it is not a substitute for them. Strategic planning also does not produce deliberation unless it is designed into the process. The reader also should keep clearly in mind that the formation, or realization, of strategies in practice has a variety of sources (the vision of new leaders, intuition, group learning, innovation, what already works, chance) and strategic planning is only one of them. Wise strategic thought, action, and learning take all of them into account.
Specifically, this book:
Reviews the reasons public and nonprofit organizations (and communities) should embrace strategic planning and management as ways of improving their performance.
Describes the elements of effective deliberation and deliberative practices.
Presents an effective strategic planning and management process for public and nonprofit organizations that has been successfully used by many thousands of public and nonprofit organizations around the world; this approach is called the Strategy Change Cycle. The book offers detailed guidance on applying the process, including information on specific tools and techniques that might prove useful in various circumstances within organizations, across organizations, and in communities.
Discusses the major roles that must be played by various individuals and groups for strategic planning to work and gives guidance on how to play these roles.
Clarifies the various ways in which strategic planning may be institutionalized so that strategic thinking, acting, and learning may be encouraged, embraced, and embedded across an entire organization, collaboration, or other entity.
Includes many new examples of strategic planning practices from public and nonprofit organizations across the globe.
Relates the entire discussion to relevant research and literature.
AUDIENCE
This book is written for two main groups. The first consists of elected and appointed policymakers, leaders, managers, and planners in governments, public agencies, and nonprofit organizations who are responsible for, and who want to learn more about, strategic planning and management. The book will help them understand what strategic planning and management are and how to make use of them in the organizations, collaborations, and coalitions of which they are a part and, to a lesser extent, in their communities. Thus, the book speaks to city council members, mayors, city managers, administrators, and planners; sheriffs, police chiefs, fire chiefs, and their staffs; school board members, administrators, and staff; county commissioners, administrators, and planners; governors, state cabinet secretaries, administrators, and planners; legislators; chief executive officers, chief administrative officers, chief financial officers, and chief information officers; executive directors, deputy directors, and unit directors; presidents and vice presidents; elected and appointed officials of governments and public agencies; and boards of directors of nonprofit organizations. It is also likely to be helpful to those advising public and nonprofit organizations, including consultants, as well as international organizations and institutions.
The second major audience consists of academics and students of strategic planning and management. For-credit and professional development courses on strategic planning and management are now typically offered in schools of public affairs, public administration, planning, and public policy, and by many public and nonprofit organizations and professional associations. This book offers participants in these courses a useful blend of theory and practice, examples, and references to the literature.
Others who will find the book interesting are businesspeople and citizens interested in increasing their understanding of how to improve the effectiveness and value creation of governments, public agencies, and nonprofit organizations. To a lesser extent, the book is also intended to help these individuals understand and improve their communities.
OVERVIEW OF THE CONTENTS
Part 1 introduces the reader to the dynamics of strategic planning. Chapter 1 introduces the concept of strategic planning and why such planning is important for governments, public agencies, nonprofit organizations, and communities. Attention is focused on strategic planning for:
Public agencies, departments, or major organizational divisions
General purpose governments
Nonprofit organizations
Functions, such as transportation, health care, or education, that bridge organizational and governmental boundaries
Interorganizational networks and collaborations
Entire communities, urban or metropolitan areas, regions, or states seen as economic, social, and political entities
Benefits of strategic planning are emphasized, as are the conditions under which strategic planning should not be undertaken. In this chapter, we also argue that the practice of public and nonprofit strategic planning will become further institutionalized and improved over time. The reason is that—at its best—strategic planning can accommodate substantive rationality; technical and administrative feasibility; legal, ethical, and moral justifiability; and—of crucial importance—political acceptability. Besides that, there is increasingly persuasive empirical evidence that shows that, done well, it works.
Finally, readers will be introduced to two organizations whose most recent experiences with strategic planning will be used throughout the book to illustrate key points. The first is the Metropolitan Economic Development Association (MEDA), which is headquartered in Minneapolis. MEDA has been in the business of helping minority entrepreneurs and minority-owned businesses for more than 50 years and has an excellent track record of success. The second is the United States Government Accountability Office (GAO), “an independent, nonpartisan, professional services agency within the legislative branch of the federal government” (U.S. GAO, 2022b, p. 8). The agency is commonly known as “the investigative arm of Congress” and “the congressional watchdog.” GAO provides auditing, evaluative, and investigative services to the U.S. Congress and serves as the supreme audit institution of the federal government. These cases from the United States are complemented by vignettes presenting international examples of strategic planning practice to illustrate the applicability around the globe of the ideas presented in the book.
In Chapter 2, we present our preferred approach to strategic planning and management, called the Strategy Change Cycle. This approach has been used effectively by thousands of governments, public agencies, and nonprofit organizations in the United States, Canada, United Kingdom, Europe, Australia, New Zealand, China and the rest of Asia, India, the Middle East, and Africa. Indeed, it has been used on every continent—except perhaps Antarctica! Chapters 3 through 10, which make up Part 2, describe in detail how to apply the approach. Most of these chapters include illustrations from MEDA, GAO, or both, along with a vignette from outside the United States.
Chapter 3 covers the initial agreement, or readiness assessment and “plan for planning,” phase of the strategic planning process. Chapter 4 focuses on identification of mandates and the clarification of mission and values. Chapter 5 addresses the assessment of an organization's external and internal environments. Chapter 6 discusses strategic issues—what they are, how they can be identified, and how to critique them. Chapter 7 is devoted to the development of effective strategies and plans, along with their review and adoption. Chapter 8 covers the development of the organization's “vision of success”—that is, what the organization should look like as it fulfills its mission and achieves its full potential. Chapter 9 attends to development of an effective implementation process. Chapter 10 covers reassessment of strategies and the strategic planning process as a prelude to a new round of strategic planning. Thus, Chapters 3 through 7 emphasize the planning aspect of the Strategy Change Cycle, and Chapters 8 through 10 highlight the management aspects. Jointly, the eight chapters encompass the strategic management process.
Part 3 includes two chapters designed to help leaders know what they will need to do to get started with strategic planning and to make it work. Chapter 11 covers the many leadership roles and responsibilities necessary for the exercise of effective strategic leadership for public and nonprofit organizations. These roles include sponsoring, championing, and facilitating a reasonably deliberative process in such a way that an organization's situation is clearly understood, wise decisions are made and implemented, residual conflicts are handled well, and the organization is prepared for the next round of strategy change. Chapter 12 assesses the strategic planning experiences of the two main U.S. organizations and the international cases used as examples throughout the text. This chapter also provides guidance on how to begin strategic planning.
Two resource sections are included at the end of the text. Resource A presents an array of stakeholder identification and analysis methods designed to help organize participation, create strategic ideas worth implementing, organize a coalition of support in favor of the ideas, and protect the ideas during implementation. Resource B presents information on how digital tools of many kinds, big data, and AI may be used to support a strategic planning process.
Strategic Planning for Public and Nonprofit Organizations will provide most of the guidance leaders, managers, and planners need to engage in a deliberative strategic planning and management process aimed at making their organizations (and communities) more effective and responsive to their environments. This book presents a simple yet effective strategic planning and management process designed specifically for public and nonprofit organizations, detailed advice on how to apply the process, and examples of its application. The entire exposition is grounded in the relevant research and literature, so readers will know where the process fits in with prior research and practice and can gain added insight on how to apply the process.
COMPANION STRATEGIC PLANNING WORKBOOKS
Three workbooks can help practitioners work through both the conception and nuts and bolts of the strategic planning and management process. The first is coauthored by John Bryson and Farnum Alston, a highly skilled and experienced consultant, called Creating and Implementing Your Strategic Plan, Third Edition (2011). This workbook is designed primarily to help those who are relatively new to strategic planning—along with those who are experienced old hands—to guide themselves through the Strategy Change Cycle. The workbook, however, is clearly not a substitute for the book. Effective strategic planning is an art that involves thoughtful tailoring to specific contexts. Strategic Planning for Public and Nonprofit Organizations provides considerable guidance on how to think about the tailoring process, including many process guidelines, caveats, and case examples. Thus, you should read the book before using the workbook, and you should consult the book on a regular basis throughout the course of a Strategy Change Cycle.
The second workbook is designed to provide more detailed attention to the implementation and management of strategies. For this workbook, called Implementing and Sustaining Your Strategic Plan (2011), John Bryson teamed with longtime consultant, colleague, and friend, Sharon Anderson, as well as Farnum Alston. Again, you should read the book before using the workbook.
The third workbook Visual Strategy: Strategy Mapping for Public and Nonprofit Organizations (2014) shows how to make use of visual strategy mapping, an extremely powerful technique for helping individuals and groups figure out what they think they should be doing, how, and why. Visual strategy maps are causal maps that show what leads to (or causes) what. When done well, maps indicate how missions are fulfilled via goal achievement, and how goals are reached through carefully thought-through strategies and actions. The book is coauthored by John Bryson and his long-time friends and collaborators Fran Ackermann and Colin Eden.
John M. Bryson
Minneapolis, Minnesota
June 2024
Bert George
Mid-Levels, Hong Kong SAR
June 2024
ACKNOWLEDGMENTS FOR THE SIXTH EDITION
Space limitations prevent us from thanking again by name all those scores of people who contributed to the previous five editions of this book. They should all know that we are deeply grateful to them. Without their insights, thoughtfulness, advice, and other forms of help, neither those editions nor this one would have been written. We carry their wisdom with us every day. We must also express deep gratitude to the many readers who gave valuable feedback on the previous editions of this book.
There is space, however, for us to thank at least some of the people who contributed their insights, advice, and support to this edition. This includes our gratitude to everyone at John Wiley & Sons who helped bring this book to fruition.
From John: Deepest thanks and appreciation go to Colin Eden of the University of Strathclyde in Glasgow, Scotland, and Fran Ackermann at Curtin University in Perth, Australia, who have been valued friends, colleagues, and coauthors in the field of public and nonprofit strategic management for more than 35 years. Both are coauthors of Visual Strategy, a companion workbook that shows how to do strategy mapping, a strategic planning technique.
I would also like to offer special thanks to Michael Barzelay at the London School of Economics and Political Science, who helped me gain a far richer understanding of what I was up to and how best to do it than I ever would have achieved otherwise. I also would like to offer special thanks to Michael Quinn Patton, a path-breaking evaluation theorist and practitioner who helped me see the connections between strategic planning and evidence-focused, principles-focused, and developmental evaluations. Thanks to Michael, I see thinking strategically and thinking evaluatively as two sides of the same coin.
I also wants to express my deepest thanks to coauthor Bert George for being such a great colleague in writing this edition of the book and for his work on many other joint projects. Bert is a very smart, very articulate, well-read, well-published academic who also is deeply interested in practice and animated by a desire to improve it. He is a pleasure to work with and a greatly valued colleague and friend. I look forward to our future work together.
A number of practitioners also provided immense help. I am reminded of the old adage: A practitioner is a theorist who pays a price for being wrong. These thoughtful, public-spirited, good-hearted friends and colleagues have shared their hard-won insights and have provided invaluable knowledge and encouragement necessary to produce the sixth edition. Their number includes coauthors Farnum Alston and Sharon Anderson. And I especially want to thank coauthor Bill Barberg, founder and president of InsightFormation, who has helped me understand more fully what it means to pursue strategy management at the scale of challenges that go far beyond what any single organization can address. Thanks as well go to Leanne Sobel, senior researcher and strategic designer at the University of Technology Sydney, for helping me understand design practice more fully; and to Edward DeSeve, coordinator of the Center for Agile Government at the National Academy of Public Administration, for helping me more fully understand agile approaches to implementation in government. Thanks, too, to Peter Fleck, a Minneapolis-based digital consultant, and Mallory Mitchell, cofounder of the Aligned Strategy Group, who provided help with Resource B for the previous edition of the book.
All who finish reading this book will know how grateful Bert and I are to several other practitioners who were involved in the main strategic planning cases featured in this book. These include, at the Metropolitan Economic Development Association (MEDA) in Minneapolis, former presidents and CEOs, Gary Cunningham and Alfredo Martel; current president and CEO, Dorothy Bridges; former chief of strategic initiatives, Cherie Collins Sims; and several other staff members. At the U.S. General Accountability Office (GAO), Bert and I deeply appreciate the help provided by Stephen Sanford, managing director, strategic planning and external liaison; and Sharaelle Grzesiak, director, strategic planning and foresight. Any errors in the telling of the MEDA and GAO stories are, of course, our responsibility.
At the Humphrey School, I would like to offer special thanks to former deans, Eric Schwartz and Laura Bloomberg, and to the current dean, Nisha Botchwey, for their support in a host of ways. And, of course, I would like to thank all my faculty and staff colleagues in the leadership and management area. I would like to give a special shout-out to Danbi Seo, my former research assistant and doctoral student advisee, now an assistant professor at Arizona State University, who helped advance the work in innumerable ways. In addition, I wants to acknowledge the contributions of research assistants Julia Olson and Matt Williams.
Finally, I must thank my spouse, Barbara Crosby, herself a skilled academic, and our beloved children, Jessica and John (“Kee”), as well as Kee's marvelous spouse, Grace, for their love, support, understanding, intelligence, and good humor. Barbara is my best friend, closest advisor, and the person who, more than any other, has helped me understand and appreciate what love can be. She has also taught me a great deal about leadership and strategic management. I am also delighted to have my grandchildren, Benjamin and Kira, help put my work in perspective. My hope is that this book will help make the world a better place for my children and grandchildren—and everyone else's. If it does, I will be very thankful.
From Bert: I would like to thank my colleagues at the Department of Public and International Affairs of the City University of Hong Kong. Special thanks go to Alfred Ho, first head of department and now dean of college, who fully encouraged and supported my participation in the sixth edition of this book and who, like John and me, is driven by a desire for impact- and practice-oriented research. To Richard Walker, former dean of college and director of our Laboratory for Public Management and Policy, I owe a massive thanks. Not only has Richard facilitated my involvement in the book, but he has acted as a great mentor for close to a decade. It was Richard who inspired me to join the public management community, and who taught me so much about what it means to be a public management scholar. Many great ideas emerged (and will continue to emerge) during lunches with Richard.
I also want to acknowledge the great support, motivation, and inspiration I received from my current and former Ph.D. students and research team. To Marco Kools, Rowie Huijbregts, Bishoy Zaki, Laure Vandersmissen, Maria Tiggelaar, Sven Vanhengel and Qianhui Li, it has been a privilege watching you grow and an honor sharing a part of your path. To Laure, in particular, who focuses on strategic planning as well, your work—both empirical literature review and analysis of digital tools—has been vital in informing this new edition. Special thanks also to research assistant
