Definition of 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.
: A strategy is a plan of action designed to achieve a particular goal.Strategy is the
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."
to do" ("mission") is
strategy; strategy ("
to do it") kicks in when "
to do" is adequately known. "What to do" is defined out ofvision; “
to do it” is defined out of values.To align on
("strategy"), one must first have aligned on a
. To have a meaningful
, one must first have aligned that missionwith the organization's (and its community’s)
. These are organically
stages, and are an integral part ofthe
Model for Community Chang
, 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
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
. Planning/facilitation skills are the same skills leaders use every day to facilitate oractually
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
. 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
in-house facilitating leaders in a behind-the-scenes mode.True organizational planning
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
authentic changes in the internal culture. This isthe hard part, the demanding edge of moral courage, to have change begin
(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
; peers from national equivalent or parent organizations, various major individual and organizational donors, and from otherstakeholders such as churches can work to align
; 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