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d indicates diagram
g indicates graph
w indicates worksheet
ws indicates work sheet sample
FG refers to the Facilitator’s Guide on the accompanying CD
T refers to the Tools on the accompanying CD
A
action and strategy, 32
active voice, 58–59, 59ws
Amnesty International, 95, 96
Arc of Hilo, 59
asset advantages, 56–57, 137, T22
B
Barry, Bryan, 111
Beanie Baby Mania example, 16, 16g
“Better Scheme for Strategic Planning, A” (McFarland), xiii
Big Questions
answering, 78–80, 79d, 81ws, 82, 110
crafting, 74, 75d, 76–78, T37, T38ws–T39ws, T40w–T41w, T81
defined, 72
forms of, 72–74
handout of example, FG8
in Real-Time Strategic Planning, 72d
tool for developing criteria to answer, 63, 151, 152ws–153ws, FG20w
see also Strategy Screens
Bolan, Ruth, 17–18, 73
brainstorming process, T85–T86, T87w
Brain Storm (Rich), T85
branding, tool for identifying and establishing, T74–T75, T76w–T78w
business models
challenges to, 73–74
components of sound, 50d, 51–52
handout of current, FG9w
handout of future, FG17w
programmatic strategies in, 51
tool for defining current, 121–122, 123ws, T5–6, T7ws, T8w
tool for developing future, 134ws, 143–144, T27–T28, T29ws, T30w
Business Performance Measurement (Neely), xiii
C
California Council for the Humanities (CCH), 40–41
California Stories Project, 41
Churchill, Winston, 87
collaborative strategies, T68, T70w–T71w
Collins, Jim, 18
communications speed, xiv
community education forums, defined, T73
community engagement forums, defined, T73
community meeting tool, T72–T73
competitive advantage
components, 50d
defined, 32, 50d, 54
and differentiation, 34
discussion handout, 136–137, FG15, T21–T22
and mission, 55
overview, 136–137
and strategy, 32–33
sustaining, 55
types, 56–58, 137
using technology to create, 56–57
competitive challenges, described, 73
competitiveness, in Opportunity Matrix, 68
competitive strategies, T68, T70w–T71w
competitors
handout describing types, FG12
tools for analyzing, 131–132, 133ws–135ws, FG13w–FG14w, T15–T16, T17ws–T18ws, T19w–T20w
consensus building, 7, 11
consultants, 37, FGvi, T99–T100
customers, defined, 33
D
data, overreliance on underreliable, 16–17, 16g
David and Lucile Packard Foundation, 17
debriefing, T120–T121, T122ws–T123ws, T124w–T125w
decision-making
brainstorming, T85–T86, T87w
operational information needed for, 103–104
and Opportunity Matrix, 66–70
and Strategy Screens, 65
Deming, W. Edwards, 23
differentiation, 34, 49
direct competitors, handout describing, FG12
Drucker, Peter, 61
due diligence tool, T101
duplication of effort, perceived, 34
E
East Bay Agency for Children (EBAC)
operational strategy used by, 101
organizational strategy developed by, 39–40
programmatic strategy used by, 94
economic logic, in Opportunity Matrix, 68
Eisenhower, Dwight D., 47
elasticity, 10–11
environmental scans, drawbacks, 12
execution advantages, 57–58, 137, T22
expenses analysis tools, 129ws, FG11w, T13ws, T14w
expert interviews, T81
F
Facilitator’s Guide to Participatory Decision-Making (Kaner), T86
Fast Track Strategic Planning, 11
financial analysis tools, 125–126, 127ws–129ws, T9–T10, T11ws, T12w
forecasting
in rapid-response world, 112
and traditional strategic planning, 12–13, 49
funding sources, tool for reviewing trends, 127ws–129ws, FG10w–FG11w, T11ws, T12w, T13ws, T14w
G
Gardner, John W., 99
Gates Foundation, 100–101
goals
and current challenges, 76
and evaluation of leadership, 20
loss of relevance, 20
and mission, 7–8
of operational strategies, 100
and strategies, 80
strategy connects mission to, 37
and traditional strategic planning, xiv, 7, 8, 49, 76
Goldman, Emma, xi
Good to Great (Collins), 18
H
Hawai’i Community Foundation (HCF), 88–89
Hoskins, Linda, T72
I
identity statements
developing, 108, 110, 147, 148ws, T31, T32ws, T33w
expressing, 58–59, 59ws, FG18w
handout of example, FG8
implementation of strategies
Next Steps Work Plan, T42, T43ws–T44ws, T45w–T46w
90-day plan for incremental improvements, T110–T111, T112ws–T115ws, T116w–T119w
in Real-Time Strategic Planning Cycle, 83d, 83–85
Road Map, 159–160, 161ws–168ws, FG24w–31w, R49ws–T57ws, T47–T48, T58w–T66w
implementation plans, 27
income analysis tools for reviewing trends, 127ws–129ws, FG10w–FG11w, T11ws, T12w, T13ws, T14w
K
Kaner, Sam, T86
Kelleher, Herb, 3, 4
Kelley, David, 45
L
laugh test, 82
leadership
and due diligence, T101
essential task of, 107–108
evaluation of, 20
and programmatic strategies, 88
limits on nonprofits, 97
logic model approach, 89–93, 92ws–93ws, T108ws, T109w
advantages of using, T106
alternative to, T94, T95d
steps in, T107
Lukas, Carol, T72
M
Manktelow, James, T86
market awareness
components, 50d, 53–54
drawbacks of studies of, 12
and market dynamics, 49
need for constant, 47
position in markets, 35, T68–T69, T70w–T71w
tool for analyzing competitors, 131–132, 133ws–135ws, FG13w–FG14w, T15–T16, T17ws–T18ws, T19w–T20w
tool for examining external trends, 139–140, 141ws, T23–T24, T25ws, T26w
tool for examining external trends handout, FG16
marketing, funding, 103
market research. See market awareness
materials, replicating, xxi–xxii, FGi, T2
McFarland, Keith, xiii
meetings, tool for community, T72–T73
Mind Tools: Essential Skills for an Excellent Career (Manktelow), T86
Mintzberg, Henry, xiv, 21
mission
in business model, 51
and competitive advantage, 55
and goals, 7–8
and programs, 87–88
and strategy, 5, 33, 37, 112
mission statements
clarity in and consensus about, xxi–xxiii
refining, T96, T97ws, T98w
Moffit, Aileen, 41
Moore, Walter T., 12
N
Neely, Andy, xiii
Next Steps Work Plan tool, 155, 156ws–158ws, FG23w, T42, T43ws–T44ws, T45w–T46w
90-day plan for incremental improvements, T110–T111, T112ws–T115ws, T116w–T119w
O
Oakland (California) Symphony, 38–39
O’hia Productions, 17–18, 73
operational strategies
components, 102–104
described, 35
examples, 27, 100–101
goal, 100
overview, 23–24, 26d
in Strategy Pyramid, 99
when to form new, 104–105
operations, overview of, 23–24
opportunities and strategies, 73
Opportunity Matrix, 66–70, 67ws, T102–T103, T104ws, T105w
organizational capacity, in Opportunity Matrix, 68
organizational identity
components, 50–58
development of statement of, 49
examples of statements of, 58–59
in Real-Time Strategic Planning Cycle, 47, 50d
organizational strategies
described, 35
examples, 28, 38–43
and logic model approach, 89
overview, 24, 26d
and programmatic strategies, 95, 98
sources of assessment tools, T99–T100
and time lines, 37
using consultants, 37
outcomes
and Real-Time Strategic Planning session, FGv, FG4
short-term, 90, 92, T94, T95d
P
Peninsula Open Space Trust (POST), 12
Peters, Tom, 107
Pitman, Sir Brian, 71
Planning-Doing Cycle, 18, 19g
Prescott Circus, 41
prioritization using Opportunity Matrix, 66–70
programmatic strategies
in business model, 51
components, 95–97
described, 35
developing using logic model approach, 89–93, 92ws–93ws, T94, T95d, T106, T107, T108ws, T109w
developing using Value Creation Cycle, 91, T94, T95d
examples, 27–28, 88–89, 93–95
and organizational strategies, 95, 98
overview, 24, 26d
in Strategy Pyramid, 24, 87
when to form new, 97
programs
economic logic of, 68
and mission, 87–88
overview, 24
requirements of, 95
as strategic choices, 97–98
Q
Quay, Jim, 40
R
reading groups, T82–T83, T84w
reality check, 82
Real-Time Strategic Planning
advantages, 112–113
Big Questions in, 72d
cycle, 46d
cycle handout, FG7
implementation in, 83d, 83–85
ongoing nature of, 7
organizational identity in cycle, 47, 50d
overview, 108, 109d, 110
potential strategies in, 79d
rationale for, FG2
requirements, 36–37
stakeholders in, 107–108
Strategy Screen in, 62d
Real-Time Strategic Planning, post-session
applying Strategy Screen, FG21w
debriefing, T120–T121, T122ws–T123ws, T124w–T125w
Next Steps Work Plan, 155, 156ws–158ws, FG23w, T42, T43ws–T44ws, T45w–T46w
Strategic Thinkers Group, T79–T80
support tools handout, FG22ws
and value creation cycle, T94, T95d
Real-Time Strategic Planning session
agenda, FGvi–FGviii
chart headings, FGxvi–FGxvii
components, FGiv–FGv
evaluation form handout, FG32–FG33
facilitator’s guide, FGix–FGxv
number of participants, FGiii
outcomes expected, FGv, FG4
preparing for, FGv–FGvi
Renaissance & Baroque Society (R&B), 42–43, 59ws
replication of materials, xxi–xxii, T2
resource competitors, handout describing, FG12
retreats, 48
revenue analysis tools for reviewing trends, 127ws–129ws, FG10w–FG11w, T11ws, T12w, T13ws, T14w
Rich, Jason, T85
Road Map, 159–160, 161ws–168ws, FG24w–31w, T47–T48, T49ws–T57ws, T58w–T66w
S
scenario thinking, T88–T89, T90ws–T91ws, T92w–T93w
Sensemaking (Weick), 13
services. See programs
short-term outcomes, 90, 92, T94, T95d
Sierra Club, 93–94
Simmons, Calvin, 38, 39
So what? questions, 91–92
staff frustration, 20–21
stakeholders
and branding, T74
community meeting tool, T72–T73
in Real-Time Strategic Planning, 107–108
review of plan by, 11
and strategic planning, xxiii, 18
strategic planning
Big Questions in, 74, 75d, 76–80, 79d, 81ws, 82
common use of term, 6–7
confusing with consensus building, 7, 11
as continuous cycle, 108, 109d, 110
to fit into time frames, 10–11
ongoing nature of, 47
as ongoing process, 21
Road Map tool, 159–160, 161ws–168ws
and stakeholders, 18
see also Real-Time Strategic Planning; traditional strategic planning
Strategic Planning Workbook for Nonprofit Organizations (Barry), 111
Strategic Thinkers’ Group, T79–T80
strategic thinking tools
brainstorming process, T85–T86, T87w
reading groups, T82–T83, T84w
scenario thinking, T88–T89, T90ws–T91ws, T92w–T93w
Strategic Thinkers’ Group, T79–T80
strategies
common use of term, 6
considerations in determining and adjusting, 6
defined, 4–5, 31, 32, 80, 100
and goals, 37, 80
implementing, 83d, 83–85
and mission, 5, 33, 37
purpose of, 32
testing, 82
types, FG2–FG3
types, handout of, FG5–FG6
strategy formation. See strategic planning
Strategy Formation Project, xv–xvi, xxi
Strategy Pyramid, FG3
benefits of, 29
overview, 23–25, 26d
purpose of, 7
see also operational strategies;
organizational strategies;
programmatic strategies
Strategy Screens
answering Big Questions using, 78–80, 79d, 81ws, 82
applying post-session, FG21w
crafting, 63, 65–66
and decision-making, 65
described, 61
developing criteria, 149, 150ws, FG19w
developing criteria tool, T34, T35ws, T36w
example, 64ws
handout of example, FG8
Opportunity Matrix, 66–70
in Real-Time Strategic Planning, 62d
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, 14–15, 14ws
substitutable competitors, handout describing, FG12
T
Tagliabue, Paul, 31
team building
reading groups for, T82–T83, T84w
and traditional strategic planning, 7, 11
technology
and demands of rapid-response world, xiv, 17
using to create asset advantages, 56–57
and volunteers, 74
Thomas, Jim, xxi, 112–113
time delays, 17–18, 19g, 20
time lines
and organizational strategies, 37
and strategic plans, 10–11
and traditional strategic planning, 43
time pressures
answering Big Questions when faced with, 110
created by technology, xiv, 17
using Real-Time Strategic Planning to meet, 112–113
traditional strategic planning
drawbacks, xii, xiii, 15, FG3–FG4
end product format, 111
focus, xiii–xiv, 49
and forecasting, 12–13
frustration of staff and volunteers, 20–21
and goals, 7, 8, 76
implementation in, 84
market analysis in, 54
overreliance on underreliable data, 15–17, 16g
steps in, 9
SWOT analysis, 14–15, 14ws
as team building tool, 7, 11
template, T126, T127w–T128w
and time delays, 17–18, 19g, 20
and time lines, 10–11, 43
uses for, 112
trend analyses
and scenario thinking, T88–T89, T90ws–T91ws, T92w–T93w
tool for examining external, 139–140, 141ws, T23–T24, T25ws, T26w
tool for examining external handout, FG16
tool for reviewing trends in funding sources, 127ws, 128ws–129ws
U
unity seeking, 7, 11
V
validity test, 82
value, in Opportunity Matrix, 67
Value Creation Cycle, 91, T94, T95d
volunteer frustration, 20–21
volunteers and technology, 74
W
Weick, Karl, 13 |
