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Applying Strategy to Operations: Nonprofit Change

A measure of nonprofit capacity to deliver service in a changing environment comes once the strategic plan has been updated.
We know it’s no easy task to bring in the consultant, set the course of a planning process, then get the Board members to carve out time to do the strategic plan work. Once that process is complete, leaders heave a sigh of relief and go on to what’s next on the agenda.
This is when strategic planning gets a bad name. Because there’s no thought to the Big Deal: Implementation.
The annual plan and budget cycle needs to reflect what came from the plan process.
If not, then why did you bother with all of that huffing and puffing in the first place?
Jumping off the implementation cliff is not easy. This is where a can of energy drink comes in handy to help get the group through what’s next. And there’s a simple way to approach it. To achieve some buy-in. And it goes like this:
What’s New? Staff bring to Board the new work that needs some attention. That clearly was a priority from the energy that was expended in the planning process.
What Has to Go? Can you afford to keep doing what you’ve been doing and take on the new? Prepare a recommendation with what will go so the new has room to breathe.
Do We Need New Resources? Is it going to cost us more? Do we need a new committee and added staff to get the new work done? How can we phase this in over time?
Bring Implementation Plan to Stakeholders Convene a group of Stakeholders. Those who work as partners on projects with you, who you need to engage as new partners, people who will benefit from the new work you’ll be doing. Convene them over breakfast or lunch. Lay out the plan. Mix the crowd up at various tables and give them some discussion points to work through.
Act On It. Bring a (now) more detailed action plan to the Board for approval.
Get Busy.

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