Most of the information in this topic was adapted from the book Field Guide to Nonprofit Strategic Planning and Facilitation.Most of the information in that book applies to for-profits, as well. - - - Some Basic Descriptions of Strategic Planning -- and a Comparison to Business Planning - - - Some Different Models of Strategic Planning - - - For-Profit Versus Nonprofit Strategic Planning Benefits of Strategic Planning When Should Strategic Planning Be Done? Always First Do "Plan for a Plan" Strategic Analyses - - - Taking Wide Look Around the Outside of Organization (Opportunities and Threats) - - - Looking Around Inside the Organization (Strengths and Weaknesses) Setting Strategic Direction - - - Strategizing (identifying goals and methods to achieve them) - - - - - - Understanding Strategy and Strategic Thinking - - - - - - Do a SWOT Analysis of Results of Looking Outside and Inside the Organization?
2) Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans.3) Organic strategic planning might start by articulating the organization's vision and values, and then action plans to achieve the vision while adhering to those values.The Organic Model of Strategic Planning Scenario Planning: A Prudent Activity for Any Organization Strategic Intuition The Drivers Model: The Secret to Facilitating Strategy Anatomy of the Drivers Model NOTE: Much of the following information is in regard to goals-based strategic planning, probably the most common form of strategic planning.However, issues-based planning is also a very popular approach to strategic planning -- an approach still too-often forgotten.The full strategic planning process should be conducted at least once every three years. Again, the frequency of review depends on the extent of the rate of change in and around the organization.
As noted above, these activities should be conducted every year if the organization is experiencing tremendous change. NOTE: Although there are separate sections listed below for many of the major activities in strategic planning (for example, the sections "Developing a Mission", "Developing a Vision", etc.), this section "Various Overviews of Strategic Planning" also includes information about those activities as well.
Nonprofits tend to focus more on matters of board development, fundraising and volunteer management.
For-profits tend to focus more on activities to maximize profit.) Therefore, the reader is encouraged to review a variety of the materials linked from this page, whether he or she is from a nonprofit or for-profit organization. Strategic Planning in Tough Times -- It's Not Discretionary at All The scheduling for the strategic planning process depends on the nature and needs of the organization and the its immediate external environment.
Some plans include only top-level information and no action plans.
Some plans are five to eight pages long, while others can be considerably longer.
Strategic planning should also be done in preparation for a new major venture, for example, developing a new department, division, major new product or line of products, etc. Strategic planning should also be conducted at least once a year in order to be ready for the coming fiscal year (the financial management of an organization is usually based on a year-to-year, or fiscal year, basis).