Like Megan, I attended the FAN (Future Analysts Network) club event on Tuesday and went to an interesting session in the afternoon which discussed some of the essential skills and approaches needed to make a strategy work. The session was led by Sean Lusk from the National School of Government. He raised 5 pre-conditions for a good strategy, can anyone else think of any more to add?
It should have a set of outcomes that drive the process;
It needs to have a clear direction;
It should be an inclusive process;
It should have a strong sense of public value;
It should have an analytical capability that is flexible according to each situation;
Good strategies can only be successful in an organisation that permits and encourages challenges;
There must be demand from the top;
The route into getting people to think about the future is situating it in the present so that people are not too frightened off;
However, this also needs to be balanced with the future focused parts.
If you can think of any more pre-requisites you think are essential for a good strategy please add them here.
The Strategy Exchange
Keep an eye out for the National School of Government’s new Strategy Exchange which they will be launching in a few weeks. With no shortage of books and resources on strategic skills and approaches, the Strategy Exchange is going to be a useful resource that guides people through this vast area of work. It will contain guides, case studies, key contacts in the strategy word and a strategy network. I will post some more information on this once it’s launched.
It must be used in conversation all the time (internally and externally), both during the building of the thinking, testing assumptions etc, and during implementation, testing reality.
It must have beneficiary needs at the heart; if you don’t base your strategy on a powerful and deep understanding of need and how to meet it, then it won’t; it’s as simple as that!
NCVO’s Strategy and Impact Team has just published a new introductory guide to strategic planning.
In the guide, we propose a five-stage strategic planning process:
1. Get ready – prepare by deciding on your process and timescales. 2. Clarify your organisation’s purpose – revisit vision, mission, values, outcomes, knowledge of user need. 3. Open up options and choices – look internally and out. 4. Make decisions – refining options and priorities. 5. Communicate, implement and review.
It’s a really practical resource for managers and leaders who are either new to strategic planning or just want a clear introduction to how their organisation can develop an effective strategic plan.
It’s full of tips on how to get the most of the process and how to overcome likely challenges. It draws on research that we did during the Performance Hub project into what third sector organisations actually do when they strategise. So the guide’s really grounded in the realities of daily life in our sector.
Natalie
Third Sector ForesightLike Megan, I attended the FAN (Future Analysts Network) club event on Tuesday and went to an interesting session in the afternoon which discussed some of the essential skills and approaches needed to make a strategy work. The session was led by Sean Lusk from the National School of Government. He raised 5 pre-conditions for a good strategy, can anyone else think of any more to add?
If you can think of any more pre-requisites you think are essential for a good strategy please add them here.
The Strategy Exchange
Keep an eye out for the National School of Government’s new Strategy Exchange which they will be launching in a few weeks. With no shortage of books and resources on strategic skills and approaches, the Strategy Exchange is going to be a useful resource that guides people through this vast area of work. It will contain guides, case studies, key contacts in the strategy word and a strategy network. I will post some more information on this once it’s launched.
Caroline
More pre-requisites:
It must be used in conversation all the time (internally and externally), both during the building of the thinking, testing assumptions etc, and during implementation, testing reality.
It must have beneficiary needs at the heart; if you don’t base your strategy on a powerful and deep understanding of need and how to meet it, then it won’t; it’s as simple as that!
Kate
Hi there
NCVO’s Strategy and Impact Team has just published a new introductory guide to strategic planning.
In the guide, we propose a five-stage strategic planning process:
1. Get ready – prepare by deciding on your process and timescales.
2. Clarify your organisation’s purpose – revisit vision, mission, values, outcomes, knowledge of user need.
3. Open up options and choices – look internally and out.
4. Make decisions – refining options and priorities.
5. Communicate, implement and review.
It’s a really practical resource for managers and leaders who are either new to strategic planning or just want a clear introduction to how their organisation can develop an effective strategic plan.
It’s full of tips on how to get the most of the process and how to overcome likely challenges. It draws on research that we did during the Performance Hub project into what third sector organisations actually do when they strategise. So the guide’s really grounded in the realities of daily life in our sector.
And it’s a bargain at £8.00!
Order a copy