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Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition

Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition

John M. Bryson

ISBN: 978-0-787-97660-6

Nov 2004, Jossey-Bass

368 pages

Select type: E-Book

$48.99

Description

When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today’s leaders enhance organizational effectiveness. This new edition:
  • Features the Strategy Change Cycle—a proven planning process used by a large number of organizations
  • Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization
  • Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more
  • Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization
  • Contains a wealth of updated examples and cases
Figures and Exhibits.

Preface.

Acknowledgments.

The Author.

PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING.

1. Why Strategic Planning Is More Important Than Ever.

2. The Strategy Change Cycle: An Effective Strategic Planning Approach.

PART TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE.

3. Initiating and Agreeing on a Strategic Planning Process.

4. Clarifying Organizational Mandates and Mission.

5. Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges.

6. Identifying Strategic Issues Facing the Organization.

7. Formulating and Adopting Strategies and Plans to Manage the Issues.

8. Establishing an Effective Organizational Vision for the Future.

9. Implementing Strategies and Plans Successfully.

10. Reassessing and Revising Strategies and Plans.

PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING.

11. Leadership Roles for Making Strategic Planning Work.

12. Getting Started with Strategic Planning.

RESOURCES.

A. Stakeholder Identification and Analysis Techniques.

B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies.

C. Strategic Planning in Collaborative Settings.

References.

Name Index.

Subject Index.

While this third edition still covers the same topics as the first and second editions, it also focuses on additional areas requiring special attention. All of the chapters have been updated and new cases have been added.

New material has been included on:

  • Creating public value
  • Stakeholder analysis methods
  • The difference between strategic and operational issues
  • New approaches to strategic issue identification
  • The importance of strategy mapping
  • Performance management and balanced scorecards
  • New forms of strategic management systems
  • Strategic planning in collaborative settings

Four resource sections in the second edition were dropped and two new ones have been added. Dropped sections covered an approach to external scanning, as well as discussion of useful concepts for identifying strategic issues, formulating and implementing strategies, and establishing a vision of success. Some of the material in those sections has been added to the main text, while dated material has been dropped.

The new resource sections are devoted to particularly timely topics - stakeholder identification and analysis methods and strategic planning in collaborative settings

The third edition reflects a continuing major trend in the field by blending leadership, strategic planning, and management in an explicit way.

John Bryson's bestseller, Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful strategic planning model to the nonprofit and public sectors.
  • Features Strategy Change Cycle – a successfully proven planning process used by a large number organizations
  • The completely revised third edition will include updated examples and cases and 25% new material
  • Offers detailed guidance on implementing the process, and includes specific tools and techniques to make the process work in any organization.  
  • Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization. 
  • Contains a wealth of updated examples and cases.