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Social Enterprise Planning Plus 30March2010

Social Enterprise Planning Plus 30March2010

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Published by alexander4936
Social Enterprise Planning for the non-profit world and beyond... All organizations, especially corporations, would benefit from re-conceiving their value in both social and monetary terms. That would benefit us all, as well. Here's a look at some organizational-development skillful means to help organizations become more successful at their mission.
Social Enterprise Planning for the non-profit world and beyond... All organizations, especially corporations, would benefit from re-conceiving their value in both social and monetary terms. That would benefit us all, as well. Here's a look at some organizational-development skillful means to help organizations become more successful at their mission.

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Published by: alexander4936 on Jun 16, 2009
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Some Not-Quite-Random Notes around “Social EnterprisePlanning”
A colorful “white paper” from Alexander CarpenterContents
Definition of Strategic Planning.......................................................................................................................3The Process...............................................................................................................................................3What’s the Plan, Stan?..............................................................................................................................4Why not “Strategic Planning?”....................................................................................................................5The Challenge of Communications...............................................................................................................6The Advantages of Social Enterprise Planning......................................................................................................7Culture and Structure Are Strategy...................................................................................................................7Crazy Things Happen in Planning Processes.....................................................................................................8Prerequisites for a Successful Planning Process................................................................................................9Style and Mood of an Effective SEP Process........................................................................................................10Vision-Based Community Benefit Planning.....................................................................................................10Complexity..........................................................................................................................................10Simplicity............................................................................................................................................11Interviews and Group Conversations............................................................................................................12Key Distinctions from the Operational Model of Change of the Model for Community Change ...........................................13Organizational Level:..............................................................................................................................13Program Participant Level:.......................................................................................................................13Community Level:..................................................................................................................................14Advocacy Level:....................................................................................................................................14“Complete Mission Statement” Examples:.........................................................................................................15Values-Vision-Mission-Means-Goals Statement for a United Way Branch.................................................................15An Internal Functional Vision-Mission-Means Matrix for a United Way....................................................................16Healthy Kids Mendocino...........................................................................................................................17Organization (and Organizational Chart) Parameters and Principles..........................................................................18Corporate Titles....................................................................................................................................18CEO/President......................................................................................................................................18Finance..............................................................................................................................................19Operations...........................................................................................................................................19Resource Development............................................................................................................................19Marketing............................................................................................................................................19Accounting..........................................................................................................................................19Job Descriptions....................................................................................................................................20Organizational Charts Revisited.................................................................................................................20
Social Enterprise Planning
© 2007-2010 All Rights Reserved Alexander Carpenter
30 March 2010
page 1
 
Challenges inherent in the transition:..........................................................................................................21A Meditation on “Covert Leadership” (a tragic oxymoron)…....................................................................................23Self-Valuation Key Distinctions..................................................................................................................26Self-esteem............................................................................................................................................................27Self-worth.............................................................................................................................................................27Self-efficacy...........................................................................................................................................................27Clarifying Distinctions on Sectors....................................................................................................................27A Characterological Comparison of the Private and Social Benefit Sectors..................................................................28Change Management..............................................................................................................................28Comfort-Zone.......................................................................................................................................29Private Sector Persons in the Social Benefit Sector..........................................................................................31“Do Nothing”........................................................................................................................................32Phobia of Criticism.................................................................................................................................32Consequences.......................................................................................................................................33The Cult of Mediocrity............................................................................................................................34Five Tragedies......................................................................................................................................34Supply and Demand................................................................................................................................35“Servant Leadership”..............................................................................................................................35Evil...................................................................................................................................................36Major Resources........................................................................................................................................37Quotations...............................................................................................................................................38Appendices..............................................................................................................................................39A Note on Political Correctness (and similar empty rhetoric):.............................................................................39A Note on Hedging.................................................................................................................................40
Social Enterprise Planning
© 2007-2010 All Rights Reserved Alexander Carpenter
30 March 2010
page 2
 
Definition of Strategic Planning
Strategic Planning
: The process of developing strategies to reach a [pre-]defined objective.Identifies the medium-term goals integral to an institution's mission; general principles are fairly fixed, but the means forimplementation are flexible.An approach to planning that aligns the unit's mission with its specific courses of action and results measurements.
Strategy
: A strategy is a plan of action designed to achieve a particular goal.Strategy is the
way 
an organization seeks to achieve its vision and mission. It is a forward-looking statement about anorganization's planned use of resources and deployment capabilities."
What
to do" ("mission") is
not
strategy; strategy ("
how 
to do it") kicks in when "
what
to do" is adequately known. "What to do" is defined out ofvision; “
Why 
to do it” is defined out of values.To align on
means
("strategy"), one must first have aligned on a
mission
. To have a meaningful
mission
, one must first have aligned that missionwith the organization's (and its community’s)
values
and
vision
. These are organically
distinct
and
essential
stages, and are an integral part ofthe
 Model for Community Chang
e
, which provides an empowering values-centric context for organizational planning, as well as an algorithm(or template) for its implementation. For more information about the
 Model for Community Change
, see its
Key Distinctions
below, andcontactAlexander.
 The Process
What we in the social-benefit sector have been calling “strategic planning” should be done by a select group of Board members, most of themanagement team, and selected community peers, including volunteers. An organization that needs to hire a consultant for this purpose (ormerely to “facilitate” the process), is probably already in some trouble and may need more than strategic planning to thrive or even survive. Ifthe composite leadership can't do the planning, it can’t run and evolve the company as a modern “market-responsive” (or mission-focused)organization requires. “Facilitation” is not
leadership
. Planning/facilitation skills are the same skills leaders use every day to facilitate oractually
lead 
an ongoing success conversation and enterprise, with the ultimate goal being an organization of adults who are self-responsible,creative, aligned, and committed in a team, and
 productive
. If present management can’t do it now, then it can learn by doing it iteratively
it may be inefficient at the start but the results will be highly advantageous in the medium and long term. One way to bridge this gap is to havean outside consultant
coach
in-house facilitating leaders in a behind-the-scenes mode.True organizational planning
must
involve community peers or an inbred and involuted organizational culture will propagate itself. It’s justhuman nature. It’s no accident that things in the community are the way they are now, in equilibrium with the internal culture of theorganizations within it. To drive authentic change in an organization’s community will
require
authentic changes in the internal culture. This isthe hard part, the demanding edge of moral courage, to have change begin
within
(with the next stage, to confront and change the establishedorder, only slightly easier). Peers from, say, a local Community Foundation, city and county government, and the Chamber of Commerce canwork to align
vision
; peers from national equivalent or parent organizations, various major individual and organizational donors, and from otherstakeholders such as churches can work to align
mission
; and peers from vertically integrated service agencies and other partners can work to
Social Enterprise Planning
© 2007-2010 All Rights Reserved Alexander Carpenter
30 March 2010
page 3

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