Strategic Planning - How Does Research Inform Our Practice?

Strategic planning is undertaken in many different ways in the various nonprofit organisations that I have interacted with and consulted to over the years. Whilst the various approaches all focus on some level of engagement across the organisation, methods of such engagement, depth of engagement, and timing of this engagement, vary quite widely. The one thing that they have in common is the desired output - being some sort of strategy plan, the format and structure of which, also varies quite widely.

In an attempt to bring this variety into some broader context, I noted with interest, an academic article in the July 2015 British Journal of Management entitled "Off to Plan or Out to Lunch? Relationships between Design Characteristics and Outcomes of Strategy Workshops" by Healey, Hodgkinson, Whittington and Johnson (of Manchester Business School, Warwick Business School, and Lancaster University Management School). Having delivered one of my research papers, entitled "Action Learning Intervention as a Change Management Strategy in the Disability Services Sector - A Case Study" at the 2013 British Academy of Management, to which the British Journal of Management is linked, the article on strategic planning attracted my attention.

A range of very interesting findings were presented in this research, which was based on a detailed questionnaire survey that was distributed to a random sample of 8,000 members of the UK's Chartered Management Institute, from which there were 1,337 respondents, being a response rate of just under 17%. Those that had not participated in a strategic planning workshop in their current organisation were then excluded from the analysis, which left a total of 846 valid responses from which the findings of the research were drawn.

These findings may be of interest to your organisation, especially as you may be planning your next round of strategic plans and considering the vagaries of workshop alternatives to enhance the process and inform the production of your strategic plan. The findings focused on what was identified as three concepts related to outcomes of strategy workshops, identified as follows:

1. The research identified the organisational outcomes that were linked to the formal workshops. The researchers defined organisational outcomes as the impacts that the workshops would have on the organisation's strategic direction, including its vision, values, business plan and business processes. Here they suggested that the formalities of the event itself provided a rare forum for examining and changing the goals of the organisation as well as defining the communication strategies around this. They supported this by suggesting that a process of open and frank discussion concerning the long-term logic of the business, underpinned any switching of the strategic focus.
2. The research identified the interpersonal outcomes that were linked to the formal workshops. The researchers identified the team-building and organisational development impacts that such formal workshops enabled. The bringing together of individuals to collaborate on the common issues, facilitated these outcomes, reversing the sense of disengagement and the absence of shared feeling that some experience if they have not been involved in such formal workshop events leading to the development of the strategic plan.
3. Finally, the research identified what they referred to as the cognitive outcomes that were linked to the formal workshop processes. Cognitive outcomes were described  as the understanding of the organisation's strategic positioning and direction, the strategic issues that it faced and the wider business environment that informed the full range of strategic outcomes.

What practical guidance can be extracted from this type of research and what, if any, are the implications for your own organisation as you consider the workshop structure, process and aftermath, as you commence your strategic planning activities?

• I think it is reasonable to assume that your workshop design should consider the interplay of all outcomes identified by the research, namely organisational, interpersonal and cognitive;
• I believe that from a structural perspective, the outcomes of the workshop should ensure that opportunities to strengthen the internal organisational communication lines is maximised;
• The strategic inclusion of relevant personnel from across the organisation must be considered in order to maximise the sense of inclusion and to pave the way for well considered strategy content;
• Strengthening key internal relationships should also be identified as an outcome that can deliver benefits in both strategy-inputs as well as strategy-implementation; and
• The success of your strategic planning processes is potentially predicated on the adequacy and depth of your preparations.

OPTIMUM NFP has developed a strategic planning process that has responded to many of the issues identified in this research and has successfully executed the process in many nonprofit organisations. Contact David Rosenbaum at drosenbaum@optimumnfp.com.auor on 0411-744-911 to arrange a no-obligation meeting to discuss your organisation's strategy planning process. Make the most out of the research that, when used well, can be to your organisation's benefit.

What's in Store for 2016 at OPTIMUM NFP?

Welcome to 2016. Wishing all readers of The OPTIMUM Newsletter a Happy, Healthy, Safe, and Prosperous year ahead.

2015 was a very special year for OPTIMUM NFP as it saw the successful implementation of the Action Learning Question Public Program (marketed as the Cross-Organisational Cohort) following its formal launch in mid 2014. The success of that launch and that initial Program, has resulted in a second public program commencing in mid February 2016, with interest levels such that places for this second program are filling fast. My website contains feedback from the first public program (click on the Tab entitled "ALQ Workshops"). In-house Action Leaning Question Programs are also being discussed with numerous organisations, and these are expected to come to fruition during 2016.

In addition, I was offered the opportunity to join the Australian Institute of Management as a Facilitator in their fast developing Graduate School as part of their highly accredited MBA Program, where I am currently involved in the delivery of two units, namely Managing Financial Resources and Strategic Organisational Change. The former further supports my keen interest in developing financial expertise amongst non-finance professionals, whilst the latter further extends my interest in change management as a result of my current PhD research.

And finally, 2015 saw me obtain preliminary confirmation of the publication in an international peer-reviewed academic journal of one of my key papers related to my PhD research. This paper presents the actual findings of the research and is hopefully the first of a series of 4 such papers that, depending on the peer review process, could see all published during 2016. As these papers are published, I will be keen to share them with interested readers of this newsletter, as they have direct impacts on the nonprofit sector with regards the management of successful organisational change.

These achievements and activities all feed into the quality of consulting input that OPTIMUM NFP continues to provide its clients.

In 2016, OPTIMUM NFP will launch the "CEO Roundtable", designed exclusively for CEOs of nonprofit organisations. It will be a professional learning forum that supports ongoing development of CEOs through facilitated discussion and peer support. Details including registration forms will be available shortly and interested CEOs can pre-register their interest by contacting David Rosenbaum direct. The CEO Roundtable will be launched in Sydney, Melbourne and Brisbane.

During 2016, The OPTIMUM Newsletter will seek to cover many relevant topics for this sector, so keep a watchful eye out for those that may be of specific interest to you. It is currently anticipated that topics will include, but will not be limited to the following areas:

• organisational learning
• role of strategy in organisational learning
• innovation and how to find it and encourage it
• assessment tools for reviewing board performance
• culture assessments for change readiness
• mission/market tension in nonprofits

There will also be ongoing updates as to progress with the Action Learning Question Program including attendee feedback.

2016 will continue to be a year of challenge for all of us, economically, politically, and socially. I look forward to The OPTIMUM Newsletter being a source of relevant information that can assist, in a small way, your organisations, and your personal path through these challenges.

Contact David Rosenbaum on 0411 744 911 or at drosenbaum@optimumnfp.com.au to enquire how OPTIMUM NFP could assist you and your organisation in achieving stated goals and objectives.