Charles Moore

Strategic Fuel for Nonprofits

How to Create a Strategy That Is Focused, Understandable, Embedded, and Living

• Gebundenes Buch

Produktbeschreibung

Most nonprofits approach strategic planning in ways that take too much time and effort, focus on the wrong issues, and set up the plan to be something that gathers dust on a shelf rather than being implemented. If you want a different approach, this is the book for you.

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Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 196
• Erscheinungstermin: 25. September 2024
• Englisch
• Abmessung: 229mm x 152mm x 13mm
• Gewicht: 449g
• ISBN-13: 9781032813905
• ISBN-10: 1032813903
• Artikelnr.: 70373503

Autorenporträt

Charles Moore is the CEO of Thrive Street Advisors and a trusted advisor and strategy consultant to nonprofit and for-profit leaders. He is an adjunct faculty member at the Georgetown Center for Public & Nonprofit Leadership and has served on the boards Father's Uplift, EdFuel, SchoolTalk, and Monument Academy. Charles holds a bachelor's degree in Economics from Harvard and an MBA and master's degree in Education from Stanford.

Inhaltsangabe

Introduction. Chapter 1: The Elements of Strategic FUEL. Part One:
Designing a Planning Process That Generates Strategic FUEL. Chapter Two:
Determining What Strategic Planning Approach Your Organization Needs.
Chapter Three: Creating the Conditions for Success. Chapter Four: Getting
the Right People Involved in the Strategy Process. Part Two: Strategic FUEL
Element 1. Focused: How to Build a Strategy That Enables Impact. Chapter
Five: Prioritizing and Conducting Strategic Analysis. Chapter Six: Turning
Analysis into a Focused Strategy. Part Three: Strategic FUEL Element 2.
Understandable: How to Communicate the Strategy So People Get It. Chapter
Seven: Communicating Throughout the Planning Process. Chapter Eight: A
Strategic Plan Document that Communicates the Strategy Well. Part Four:
Strategic FUEL Element 3. Embedded: How to Make Organizational Routines
Strategic. Chapter Nine: The Connection Between Effective Routines,
Learning, and Strategy. Chapter Ten: Designing Your Organization's Strategy
System. Part Five: Strategic FUEL Element 4. Living: How to Build a Culture
That Enables Strategic. Chapter Eleven: What a Strategic Culture Looks
Like. Chapter Twelve: Seven Approaches to Driving Strategic Change.
Chapter Thirteen: Your Role in Leading Strategy. Chapter Fourteen: Final
Thoughts. Appendix A. Appendix B. Appendix C.

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Introduction. Chapter 1: The Elements of Strategic FUEL. Part One: Designing a Planning Process That Generates Strategic FUEL. Chapter Two: Determining What Strategic Planning Approach Your Organization Needs. Chapter Three: Creating the Conditions for Success. Chapter Four: Getting the Right People Involved in the Strategy Process. Part Two: Strategic FUEL Element 1. Focused: How to Build a Strategy That Enables Impact. Chapter Five: Prioritizing and Conducting Strategic Analysis. Chapter Six: Turning Analysis into a Focused Strategy. Part Three: Strategic FUEL Element 2. Understandable: How to Communicate the Strategy So People Get It. Chapter Seven: Communicating Throughout the Planning Process. Chapter Eight: A Strategic Plan Document that Communicates the Strategy Well. Part Four: Strategic FUEL Element 3. Embedded: How to Make Organizational Routines Strategic. Chapter Nine: The Connection Between Effective Routines, Learning, and Strategy. Chapter Ten: Designing Your Organization's Strategy System. Part Five: Strategic FUEL Element 4. Living: How to Build a Culture That Enables Strategic. Chapter Eleven: What a Strategic Culture Looks Like. Chapter Twelve: Seven Approaches to Driving Strategic Change. Chapter Thirteen: Your Role in Leading Strategy. Chapter Fourteen: Final Thoughts. Appendix A. Appendix B. Appendix C.

Rezensionen

Good strategy for uncertain environments, I've always suspected, should be more "search algorithm" than "itinerary." In this book, Charles provides a compelling plan for organizing around that principle, full of hard-won wisdom on how to rally your team to make it happen.

Paul Niehaus, Ph.D., Founder, Give Directly

As much as we might want a strategy to be "done" and crossed off our to-do lists, it must constantly evolve to deliver value. This book offers an insightful framework for elevating your organization's approach to strategy and keeping it relevant.

Clarence Wardell III, Ph.D., Senior Program Officer, Gates Foundation