strategy
Basic Overview of Various Strategic Planning
Models
(Including Basic, Issue-Based, Alignment, Scenario and
Organic)
Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997-2006.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.
There is no one perfect strategic planning model for each organization. Each organization ends up developing its own nature and model of strategic planning, often by selecting a model and modifying it as they go along in developing their own planning process. The following models provide a range of alternatives from which organizations might select an approach and begin to develop their own strategic planning process. Note that an organization might choose to integrate the models, e.g., using a scenario model to creatively identify strategic issues and goals, and then an issues-based model to carefully strategize to address the issues and reach the goals.
The following models include: “basic” strategic planning, issue-based (or goal-based), alignment, scenario, and organic planning.
Model One - “Basic” Strategic Planning
This very basic process is typically followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted, and then embellished in later years with more planning phases and activities to ensure well-rounded direction for the nonprofit.
Planning is usually carried out by top-level management. The basic strategic planning process includes: 1. Identify your purpose (mission statement) - This is the statement(s) that describes why your organization exists, i.e., its basic purpose. The statement should describe what client needs are intended to be met and with what services, the type of communities are sometimes mentioned.
The top-level management should develop and agree on the mission statement. The
Models
(Including Basic, Issue-Based, Alignment, Scenario and
Organic)
Written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997-2006.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.
There is no one perfect strategic planning model for each organization. Each organization ends up developing its own nature and model of strategic planning, often by selecting a model and modifying it as they go along in developing their own planning process. The following models provide a range of alternatives from which organizations might select an approach and begin to develop their own strategic planning process. Note that an organization might choose to integrate the models, e.g., using a scenario model to creatively identify strategic issues and goals, and then an issues-based model to carefully strategize to address the issues and reach the goals.
The following models include: “basic” strategic planning, issue-based (or goal-based), alignment, scenario, and organic planning.
Model One - “Basic” Strategic Planning
This very basic process is typically followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted, and then embellished in later years with more planning phases and activities to ensure well-rounded direction for the nonprofit.
Planning is usually carried out by top-level management. The basic strategic planning process includes: 1. Identify your purpose (mission statement) - This is the statement(s) that describes why your organization exists, i.e., its basic purpose. The statement should describe what client needs are intended to be met and with what services, the type of communities are sometimes mentioned.
The top-level management should develop and agree on the mission statement. The