The authority on developing strategies and a strategic plan for any public and nonprofit organization
Strategic Planning for Public and Nonprofit Organizations is the comprehensive, practical guide to building and sustaining a more effective organization, delivering a clear framework for designing and implementing a better strategic planning and management process. The field’s leading authorities share insights, advice, helpful tools, and specific techniques, alongside a widely used and well-regarded approach to real-world planning.
This revised and updated Sixth Edition contains new literature cited, new cases, more information on international public and nonprofit concerns, and a more extensive discussion of design and agile methods of strategy development and implementation. In this book, readers will learn how to:
- Establish an effective approach to the strategic planning process that helps clarify mission and mandates, identify issues, establish a vision, develop strategies, and implement plans
- Manage the process with continual learning and linking unique assets and abilities to better accomplish the central mission
- Create significant and enduring public value and navigate political, economic, societal, technological, environmental and legal developments, both locally and internationally
Innovation and creativity produce great ideas, but these ideas must be collected and organized into an actionable plan bolstered by a coalition of support to make your organization great. Strategic Planning for Public and Nonprofit Organizations provides everything public and nonprofit leaders need to help bring all of your vision, talent, and assets together into a workable organizational strategy.
Tabela de Conteúdo
Table, Figures, Exhibits, and Vignettes xvii
Preface xxi
Acknowledgments for the Sixth Edition xxxi
The Authors xxxv
Part One: Understanding the Dynamics of Strategic Planning 1
1 Why Strategic Planning Is More Important Than Ever 3
2 The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations 37
Part Two: Key Steps in Thinking, Acting, and Learning Strategically 81
3 Initiating and Agreeing on a Strategic Planning Process 83
4 Clarifying Organizational Mandates, Mission, and Values 123
5 Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges or Threats 153
6 Identifying Strategic Issues Facing the Organization 195
7 Formulating and Adopting Strategies and Plans to Manage the Issues 235
8 Establishing an Effective Organizational Vision for the Future 289
9 Implementing Strategies and Plans Successfully 303
10 Reassessing and Revising Strategies and Plans 353
Part Three: Managing the Process and Getting Started With Strategic Planning 379
11 Leadership Roles in Making Strategic Planning Work 381
12 Getting Started with Strategic Planning 411
Part Four: Resources 433
Resource A: A Guide to Stakeholder Identification and Analysis Techniques 435
Resource B: Digital Tools, Artificial Intelligence, and Big Data in the Strategic Planning Process 459
References 499
Name Index 529
Subject Index 539
Sobre o autor
John M. Bryson is Mc Knight Presidential Professor Emeritus at the Hubert H. Humphrey School of Public Affairs, University of Minnesota, Twin Cities. He works in the areas of leadership, strategic management, collaboration, and the design of organizational and community change processes. He is a Fellow of the U.S. National Academy of Public Administration.
Bert George is a Professor in Public Management at the Department of Public and International Affairs of the City University of Hong Kong, Hong Kong SAR. His teaching, research and service focus on strategy processes and practices in the public and nonprofit sectors, and behavioral public policy and administration. He was Editor of Public Administration Review (2021–2024) and is currently Deputy Editor of Public Management Review.
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