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Nonprofit Strategic Planning


NonprofitStrategic Planning


The strategic planning process outlines various ways through whichproducts and services are changed (Nutt, 1984). In this regard, anorganization establishes goals that must be attained. It is essentialto conduct thorough planning to evaluate the viability of variousoptions. The organization must also formulate strategies that willensure optimal performance. The planning cycle comprises of twostages designed to meet certain requirements. The first componentinvolves formulation of the product requirements. Subsequently, theconcept is refined until all outcomes are realized. Notably, aproject planning process is used for detailing. Consequently, anorganization can evaluate its progress.

Strategic planning considers various outcomes such as innovation,acceptance, and quality. Hence, adopted techniques must be unique andfunctional. Despite the preexisting conditions, it is critical toensure that all members of an organization accept the outlinedstrategy. New techniques must also lead to high-quality outcomes. Thearticle presented six types of strategies that were used in somecompanies. Firstly, comprehensive techniques can be utilized insituations that could linger. Secondly, traditional strategies wereused in long-term planning to appeal to fundamental groups of people(Nutt, 1984). Moreover, the strategic prototype focused on specificenvironments. Consulting firms can also propose relevant alignmentsbased on the client’s tastes and preferences.

On the other hand, a utility strategy was used in companies where theChief Executive Officer exercised unilateral control. Hence, workerswould have to adapt to the CEO’s point of view even when thedirection seemed immature. Seductive strategies refer to where themanager placates other workers. In this respect, long-range planningis used to highlight expected outcomes. The organization may alsoutilize gesture strategies designed to appeal to third parties (Nutt,1984). Consequently, long-term planning would help a company fulfillall its goals.


Nutt, P. C. (1984). A strategic planning network for non‐profitorganizations. Strategic Management Journal, 5(1),57-75. http://dx.doi.org/10.1002/smj.4250050105