Strategy & planning gowdy1
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What is Strategy? Handout 1 Strategy + Planning: Defining and Building a Successful Business Model Handout 1: What is Strategy? La Piana Consulting © 2013 Strategy A coordinated set of actions designed to create and sustain a competitive advantage in achieving a nonprofit’s mission. The Strategy Pyramid Organizational Determine mission, vision, trends, competitors, partners, and market position Programmatic Decide on approaches and offer programs and activities to achieve specific outcomes related to the target audiences Operational Administer and oversee systems, policies, and personnel in areas such as finance, human resources, communications, and information technology
Transcript of Strategy & planning gowdy1
What is Strategy? Handout 1
Strategy + Planning: Defining and Building a Successful Business Model Handout 1: What is Strategy?
La Piana Consulting © 2013
Strategy A coordinated set of actions designed to create and sustain a competitive advantage in
achieving a nonprofit’s mission.
The Strategy Pyramid
Organizational
Determine mission, vision, trends, competitors, partners, and market position
Programmatic
Decide on approaches and offer programs and activities to achieve specific outcomes
related to the target audiences
Operational
Administer and oversee systems, policies, and personnel in areas such as finance, human resources, communications, and information technology
Principles of Strategy Formation Handout 2
Strategy + Planning: Defining and Building a Successful Business Model Handout 2: Principles of Strategy Formation
La Piana Consulting © 2013
1. Strategy is Not Planning
2. Know Thyself
3. Know Thy Market
4. Build on Your Strengths
5. Make Your Criteria Explicit
Real-Time Strategic Planning Handout 3
Strategy + Planning: Defining and Building a Successful Business Model Handout 3: Real-Time Strategic Planning
La Piana Consulting © 2013
Current Business Model Handout 4
Strategy + Planning: Defining and Building a Successful Business Model Handout 4: Current Business Model
La Piana Consulting © 2013
Scope Includes Does not include
Where
Areas we serve:
Areas we do not serve:
Who
Customers, Clients, or Audience that is an important focus for us:
Customers, Clients, or Audience that we do not focus on serving:
What
Primary program/service areas:
Programs/services we do not offer:
How
Current sources of funding and why we pursue these sources:
Funding sources we do not have or seek:
Market Awareness Handout 5
Strategy + Planning: Defining and Building a Successful Business Model Handout 5: Market Awareness
La Piana Consulting © 2013
Trends What trends – or changes in the environment – are likely to impact your organization (or those it
serves) in the coming months and years? Identifying and analyzing such trends can help you
better identify future opportunities and challenges, how they may affect your organization, and
what you will do in reaction to, or—better yet—in anticipation of, each. Consider:
Social trends
Economic trends
Demographic trends
Available funding for your programs/services
Political or policy trends
Competitors When forming strategy, it is important to identify what it is that makes your organization unique
and strong, and what your organization can do potentially better than any other out there. To do
that, you need to identify and understand your competitors, and what makes them unique and
strong. Consider:
Direct competitors
Substitutable competitors
Resource competitors
Remember that “competitor” is not necessarily a negative term; “competitors” in the nonprofit
sector are often organizations you are friendly with, and they can be (and often are)
collaborators as well.
Outcomes Handout 6
Strategy + Planning: Defining and Building a Successful Business Model Handout 6: Outcomes
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Strategy Roadmap
Market Awareness
Strategic Orientation
Tools and Resources Identity Statement
Strategy Screen
Partner Screen
Embedding Strategy Action Plan
Business Planning Handout 7
Strategy + Planning: Defining and Building a Successful Business Model Handout 7: Business Planning
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Business Planning Business planning is the process of determining the parameters of an economically and operationally successful undertaking.
Strategic vs. Business Planning
Business Planning Handout 7
Strategy + Planning: Defining and Building a Successful Business Model Handout 7: Business Planning
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DARE2 Succeed
Contents of a Typical Business Plan Handout 8
Strategy + Planning: Defining and Building a Successful Business Model Handout 8: Contents of a Typical Business Plan
La Piana Consulting © 2013
Every business plan—like the process that produces it—is unique. The specific content of your
plan will depend heavily on your goals and your audience. Ultimately, however, a business plan
is designed to connect mission to strategy to execution in a sustainable way.
Executive Summary Make the case clearly and persuasively up front.
Mission, Vision, and Desired Impact
This is the crux of the case statement. You have a compelling idea; ensure the reader
understands and is inspired.
The Program, Organization, or Initiative What are you proposing? What has led you to this point? Touch on history, current and future
business model, and programmatic focus.
The Market Provide a “big-picture” description of what’s happening in the market. Describe the need and
specify the population(s) you are seeking to attract and/or serve. Identify other key players in
that space (including top competitors) and be clear on your competitive advantage and value
proposition.
Management and Operations
How will the program, partnership, or organization be governed and managed? Describe the
leadership team and its qualifications. Provide an overview of operations, including structure
and staffing for program, marketing and communications, information technology, human
resources, financial management, fund development, and volunteer engagement. Include an
organization chart.
Contents of a Typical Business Plan Handout 8
Strategy + Planning: Defining and Building a Successful Business Model Handout 8: Contents of a Typical Business Plan
La Piana Consulting © 2013
Key Collaborative Relationships / Partnership Model (if a partnership) Describe the role collaboration will play in your success.
Marketing Strategy Describe plans for marketing and outreach.
Financial Projections and Fund Development Prepare a pro forma multi-year budget, cash flow projections, and (if helpful) a balance sheet.
Describe the “bottom line,” along with the assumptions on which the projections were built and
how those assumptions were tested. Itemize anticipated start-up costs and capital
requirements. Describe the fund development plan.
Evaluation and Measurement of Impact What will success look like for this undertaking? How will you monitor and evaluate your
progress and impact?
Risks and Risk Mitigation Summarize the potential risks facing the organization and its leadership team going forward.
How will each risk be monitored, managed, and mitigated?
Appendices Keep the body of the plan succinct and targeted; elaborate as needed in the appendices.
