| |
| |
| Acknowledgments | |
| |
| |
| Preface: Welcome to the Revolution | |
| |
| |
| The Seeds of Revolution: The Strategy Formation Project | |
| |
| |
| How to Use This Book | |
| |
| |
| Conclusion: Creating Winning Strategies | |
| |
| |
| |
| The Strategy Revolution | |
| |
| |
| |
| Why a Strategy Revolution? | |
| |
| |
| What is Strategy and Why Do Nonprofits Need It? | |
| |
| |
| The Disconnect Between Strategy and Strategic Planning | |
| |
| |
| Conclusion: Hence the Revolution | |
| |
| |
| |
| The Strategy Pyramid | |
| |
| |
| Aligning Organizational, Programmatic, and Operational Decisions | |
| |
| |
| Successful Strategies Embody Implementation | |
| |
| |
| Conclusion: A Framework to Fuel Change | |
| |
| |
| |
| Understanding Organizational Strategy | |
| |
| |
| Mission, Competitive Advantage, and Strategy | |
| |
| |
| What Is Organizational Strategy? | |
| |
| |
| What Does Organizational Strategy Look Like? | |
| |
| |
| Conclusion: Organizational Strategy Comes First | |
| |
| |
| |
| Organizational Identity and Strategy Formation | |
| |
| |
| Understanding Organizational Identity | |
| |
| |
| Three Essential Ingredients of Organizational Identity | |
| |
| |
| What Organizational Identity Looks Like | |
| |
| |
| Conclusion: Organization, Know Thyself | |
| |
| |
| |
| Developing a Strategy Screen | |
| |
| |
| Crafting a Strategy Screen | |
| |
| |
| A Variation-The Opportunity Matrix | |
| |
| |
| Conclusion: Habits of Mind | |
| |
| |
| |
| Big Questions, Strategy Formation, and Implementation | |
| |
| |
| Understanding and Facing Big Questions | |
| |
| |
| Crafting a Big Question | |
| |
| |
| Developing a Strategy That Fits the Screen | |
| |
| |
| Implementing the Strategy | |
| |
| |
| Conclusion: Real-Time Strategy | |
| |
| |
| |
| Forming Programmatic Strategies | |
| |
| |
| Forming Programmatic Strategies | |
| |
| |
| Constructing a Program Logic Model | |
| |
| |
| Programmatic Strategy in Action | |
| |
| |
| Programmatic Strategy Essentials | |
| |
| |
| When to Form New Programmatic Strategies | |
| |
| |
| Conclusion: Programs As Strategic Choices | |
| |
| |
| |
| Forming Operational Strategies | |
| |
| |
| Real Life Operational Strategy | |
| |
| |
| Operational Strategy Essentials | |
| |
| |
| When to Form New Operational Strategies | |
| |
| |
| Conclusion: Operations Are the Broad Shoulders of Strategy | |
| |
| |
| |
| Putting It All Together | |
| |
| |
| Using Real-Time Strategic Planning to Advance Your Mission and Vision | |
| |
| |
| Strategy Formation as a Continuous Cycle | |
| |
| |
| Crafting a "Traditional" Strategic Plan | |
| |
| |
| Conclusion: Real-Time Strategy in a Rapid-Response World | |
| |
| |
| |
| Essential Tools for Forming Strategy | |
| |
| |
| |
| Current Business Model | |
| |
| |
| |
| Financial Analysis | |
| |
| |
| |
| Competitor Analysis | |
| |
| |
| |
| Trend Analysis | |
| |
| |
| |
| Future Business Model | |
| |
| |
| |
| Identity Statement | |
| |
| |
| |
| Strategy Screen | |
| |
| |
| |
| Big Question | |
| |
| |
| |
| Next Steps Work Plan | |
| |
| |
| |
| Strategy Road Map | |
| |
| |
| References | |
| |
| |
| Index | |