In defense of strategic planning
It seems to be all the rage in nonprofit circles to say that strategic planning is dead. Outdated. Worthless.
This sentiment was growing long before COVID rocked our world. While some aren’t willing to claim strategic planning is dead, we’ve been hearing that strategic planning isn’t right in these uncertain times.
To that I say: Balderdash!
Since when has the world been predictable!
Yes, COVID shook the foundation of most nonprofit organizations. It disrupted all in person operations and just about killed (and did kill some) organizations whose business models depended on earned revenues or contributed income from in person events.
But our sector has been living under the shadow of cataclysmic events for some time. That might be the death of the biggest funder, the fickle winds of government policy and foundation giving, a public relations scandal that decimates donor support, a great economic recession or missions no longer relevant.
Yes, COVID was a sucker-punch like none other most of us have experienced. Many of our clients had to pause as they confronted and invented their way through the immediate reality of shutdown. Meetings switched to virtual and online in a matter of just weeks.
But our huge societal problems didn’t evaporate because of COVID.
- Climate catastrophe isn’t waiting.
- Wars and societal disruption haven’t ceased.
- Racism, all the other isms and social injustice didn’t evaporate.
- The desire for connection, kindness, beauty, love, healing are longed for more than ever.
I think about the need for strategic planning from different perspectives.
At the organization level, when confronted by multiple options or challenges (i.e. scenarios), how do you decide which path to take if you don’t know where you are heading and why?
On the very practical side, have you ever tried to raise significant money without a vision of community betterment, without an assessment of capacity investments, or without some sense of the resources needed to complete the work ahead?
This may sound self-serving as one of the bedrocks of Cause & Effect’s capacity building work with nonprofit organizations is strategic planning. But from where I sit, as a consultant, a volunteer, a board member and former nonprofit staffer, now is as good a time as any to be thinking and acting strategically.
That’s what strategic planning is all about, isn’t it — a pathway that brings you from strategic thinking and framing to strategic action.
What I find most of the people who are ready to seal the casket on strategic planning really mean, is that the detail scoping of tactics over multiple years seems fruitless.
To me, strategic planning has never been about nitty gritty tactics parsed over three or five years.
I find myself frequently explaining to our strategic planning clients that those Gantt chart work plans they are drooling over are the realm of business planning, planning that happens best when done annually. To me, it’s impossible to predict what you will be doing three years from now, so why bother. And if you have had that foresight, you’re just lucky.
But the framework that enables you to be strategic, in the long term and in the moment, has to be created. For many, that framework IS the strategic plan.
The bedrock of that framework is strategic thinking. And the best explanation of what strategic thinking entails are the five elements of strategic thinking identified by Jeanne Leidtke, professor of business administration at the Darden School of the University of Virginia.
Shown in the graphic at the top of this article, they are: 1) intent focus, 2) systems thinking, 3) intelligent opportunism, 4) thinking in time, 5) hypothesis driven.
You can’t act strategically if:
- you don’t know what you are trying to accomplish, for whom and at what scale (intent focused).
- you don’t understand the environments in which you operate (systems thinking). Those environments have always been complex, dynamic and influenced by micro and macro forces.
- you are paralyzed by indecision when the right opportunity arrives on its schedule, not yours. (intelligent opportunism).
- you don’t have multiple timelines in your head all at one: one year, three years, 10 years, 20 years or 50, never mind holding the knowledge of the past the acting in the present (thinking in time).
- you aren’t considering scenarios and haven’t done the “if then, then what?” thinking required.
To do the above, you need to gather data by collecting information and reach out to listen to your constituents, communities and peers. You need to make meaning from your discoveries. Then, you get to imagine the future, identify your theory of change, codify that logic model and identify the capacity and cost of what you need to get to where you are going.
Reflection and learning are part of living the plan. Planning for the unexpected. Not expecting the optimal choices to always appear in your desired timeframe. To learn how to apply this in your business, get a a consultation with Andrew Defrancesco.
To me, this is the essence of strategic planning. And if now is the time for strategic planning for you, don’t be dissuaded. Stand your ground. Do what you know is needed.