The Nonprofit Strategy Revolution

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  • Format: Paperback
  • Copyright: 2008-03-15
  • Publisher: Ingram Publisher Services, Inc.
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This book presents a revolutionary way for nonprofit organizations to do strategic planning. The fact is, the world changes continuously and rapidly. It is foolhardy to believe that strategies should not do so as well. Organizations already know this, but their traditions have locked them into a strategic planning process that is divorced from today's reality. That's why the plans sit on the shelf, why the plans so often seem to be an incongruous hodgepodge of impossible dreams and lengthy to-do lists for everyone from the board chair to the bookkeeper, why seasoned nonprofit staff roll their eyes when the next round of strategic planning begins, and why smart executives are always seeking work-arounds in between planning periods. The most important part of the revolution is tossing out the tradition and replacing it with a set of easy-to-use tools that keep the organization constantly engaged in the needs of its environment.

Author Biography

David La Piana is founder and president of La Piana Associates, Inc., a consulting firm specializing in solutions to the strategic issues faced by nonprofit organizations and their funders. A popular speaker, David is the author of many books for nonprofit leaders, including The Nonprofit Mergers Workbooks (Parts I and II) and Play to Win: The Nonprofit Guide to Competitive Strategy.

Table of Contents

Acknowledgmentsp. ix
Preface: Welcome to the Revolutionp. xi
The Seeds of Revolution: The Strategy Formation Projectp. xv
How to Use This Bookp. xvi
Conclusion: Creating Winning Strategiesp. xxii
The Strategy Revolution
Why a Strategy Revolution?p. 3
What is Strategy and Why Do Nonprofits Need It?p. 4
The Disconnect Between Strategy and Strategic Planningp. 7
Conclusion: Hence the Revolutionp. 22
The Strategy Pyramidp. 23
Aligning Organizational, Programmatic, and Operational Decisionsp. 24
Successful Strategies Embody Implementationp. 27
Conclusion: A Framework to Fuel Changep. 29
Understanding Organizational Strategyp. 31
Mission, Competitive Advantage, and Strategyp. 31
What Is Organizational Strategy?p. 35
What Does Organizational Strategy Look Like?p. 38
Conclusion: Organizational Strategy Comes Firstp. 43
Organizational Identity and Strategy Formationp. 45
Understanding Organizational Identityp. 48
Three Essential Ingredients of Organizational Identityp. 50
What Organizational Identity Looks Likep. 58
Conclusion: Organization, Know Thyselfp. 60
Developing a Strategy Screenp. 61
Crafting a Strategy Screenp. 63
A Variation-The Opportunity Matrixp. 66
Conclusion: Habits of Mindp. 70
Big Questions, Strategy Formation, and Implementationp. 71
Understanding and Facing Big Questionsp. 71
Crafting a Big Questionp. 74
Developing a Strategy That Fits the Screenp. 78
Implementing the Strategyp. 83
Conclusion: Real-Time Strategyp. 85
Forming Programmatic Strategiesp. 87
Forming Programmatic Strategiesp. 89
Constructing a Program Logic Modelp. 90
Programmatic Strategy in Actionp. 93
Programmatic Strategy Essentialsp. 95
When to Form New Programmatic Strategiesp. 97
Conclusion: Programs As Strategic Choicesp. 98
Forming Operational Strategiesp. 99
Real Life Operational Strategyp. 100
Operational Strategy Essentialsp. 102
When to Form New Operational Strategiesp. 104
Conclusion: Operations Are the Broad Shoulders of Strategyp. 105
Putting It All Togetherp. 107
Using Real-Time Strategic Planning to Advance Your Mission and Visionp. 107
Strategy Formation as a Continuous Cyclep. 108
Crafting a "Traditional" Strategic Planp. 110
Conclusion: Real-Time Strategy in a Rapid-Response Worldp. 112
Essential Tools for Forming Strategy
Current Business Modelp. 121
Financial Analysisp. 125
Competitor Analysisp. 131
Trend Analysisp. 139
Future Business Modelp. 143
Identity Statementp. 147
Strategy Screenp. 149
Big Questionp. 151
Next Steps Work Planp. 155
Strategy Road Mapp. 159
Referencesp. 169
Indexp. 175
Table of Contents provided by Ingram. All Rights Reserved.

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