The Strategic Planning Process

The strategic planning process is essential for any non-profit or government organization, as it helps organizations achieve their missions and goals. This process includes various elements such as stakeholders, sustainable outcomes, resources, and community connections, with each element fulfilling a particular role in the planning process. For this Discussion, you examine strategic planning and consider the most important element of the process.

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Post an explanation of the most important element of the strategic planning process (e.g., stakeholders, sustainable outcomes, resources, community connections, etc.). Include how this element of planning helps public and non-profit organizations achieve optimal results. Then, explain how this element of planning relates to your own professional experiences.

REQUIRED READINGS

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc.

  • Chapter 2, “The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations” (pp. 35–71)This chapter outlines a ten-step process for strategic planning. It also examines ways to customize the process to meet the needs of individual organizations.

Free Management Library. (n.d.). Basic overview of various strategic planning models. Retrieved June 14, 2014, from http://managementhelp.org/strategicplanning/models…
This website offers an overview of six different strategic planning models, including vision-based or goals-based planning, issues-based planning, alignment model, scenario planning, organic planning, and real-time planning.

REQUIRED MEDIA

Laureate Education (Producer). (2008a). Approaches to strategic planning [Video file]. Baltimore, MD: Author.

Optional Resources

Karel, S., Adam, P., & Radomír, P. (2013). Strategic planning and business performance of micro, small and medium-sized enterprises. Journal of Competitiveness, 5(4), 57–72.

Kash, B. A., Spaulding, A., Johnson, C. E., & Gamm, L. (2014). Success factors for strategic change Initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), 65–81.

Zollo, M., Reuer, J. J., & Singh, H. (2002). Interorganizational routines and performance in strategic alliances. Organization Science, 13(6), 701–713.

National Council of Nonprofits. (n.d.). Strategic and business planning for nonprofits. Retrieved June 14, 2014, from http://www.councilofnonprofits.org/strategic-busin…