Ebook Free The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World
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The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World
Ebook Free The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World
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Review
Providing a tested and clear framework for developing and implementing real time strategies which connect mission to goals is a leader's dream! In our rapidly changing and competitive world, this book is a "how to" for creating agile and aligned strategic action for sustained advantage. I highly recommend The Nonprofit Strategy Revolution regardless of your organization's size or stage of development." - Judy Vredenburgh, President & CEO Girls Inc.
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About the Author
David La Piana, the founder of La Piana Consulting, is recognized as one of the social sector's leading thinkers and consultants. He is known for an ability to quickly get to the core of complex strategic questions and for working collaboratively with clients to devise innovative solutions that meet their needs and accelerate their growth.David coined the term "strategic restructuring" to refer to the continuum of mergers, joint ventures, consolidations, and joint programming through which nonprofits attempt to anticipate or respond to environmental threats and opportunities. He works closely with major foundations and national nonprofits to promote new ideas and tools that can enhance nonprofits' effectiveness. His work is driven by a commitment to building a more just and equitable world.David has taught graduate level courses at the Haas School of Business at the University of California, Berkeley, and at the University of San Francisco's Institute for Nonprofit Organization Management. A popular speaker, he is a regular contributor to the national dialogue on nonprofit and foundation effectiveness and the future of the social sector. He is widely published and frequently interviewed by the media for his opinions on trends in the sector. He also recently published his first novel: First Generation.David's latest nonprofit book is The Nonprofit Business Plan: A Leader's Guide to Creating a Successful Business Model. Among his many previously-published books and monographs are: The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World (2008);Play to Win: The Nonprofit Guide to Competitive Strategy (2005), voted in the top three Nonprofit Book of the Year Awards from the Alliance for Nonprofit Management;The Nonprofit Mergers Workbook, Part I: Considering, Negotiating, and Executing a Merger (2000, 2nd edition 2008); and Part II: Unifying the Organization After A Merger (2004);Strategic Restructuring: Mergers, Integrations, and Alliances (2003);Tool for Assessing Startup Nonprofits: Due Diligence Guide for Grantmakers (2003);Real Collaboration: A Guide for Grantmakers (2001);Beyond Collaboration: Strategic Restructuring for Nonprofit Organizations (1997)David received his Master of Public Administration degree in nonprofit management from the University of San Francisco, and holds graduate and undergraduate degrees from the University of California at Berkeley. A former VISTA volunteer, David has held senior management positions with the YMCA, The International Institute, and East Bay Agency for Children, a multifaceted human services agency which grew ten-fold under his leadership.
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Product details
Hardcover: 224 pages
Publisher: Fieldstone Alliance; 2 edition (August 7, 2018)
Language: English
ISBN-10: 1684421802
ISBN-13: 978-1684421800
Product Dimensions:
7 x 0.5 x 10 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
3.9 out of 5 stars
20 customer reviews
Amazon Best Sellers Rank:
#287,698 in Books (See Top 100 in Books)
NONPROFIT BOOK REVIEW: The Nonprofit Strategy Revolutionwww.rainmaker-solutions.netThis approach to strategic planning seems more additive than revolutionary.It was published in 2008, however, so perhaps its groundbreaking claims are plausible.The idea of "real-time" strategic planning does reiterate and complement principles that stand in stark contrast to traditional strategic-planning models (e.g. SWOT analysis and episodic three-year planning efforts). Unfortunately, these plans are largely abandoned by nonprofit managers, because of shifting circumstances, such as staff turnover; and because they are not benchmarked and integrated into the management process.I have never appreciated the traditional model, but I understand its origins. I know how it became the standard. I have written before that these models - borrowed from business schools - are based on the premise that its outcomes - such as the company's products and services - generate much of the company's revenue. For most nonprofits, the outcome of the strategic-planning process - the organization's programs and services - is a cost. It is a highly valuable, but inherently unprofitable outcome. Oops! This misalignment renders traditional business planning and strategic planning models inappropriate and sometimes harmful to nonprofit planning efforts.As a result, organizations often adopt separate "development" plans, unaligned with their strategic planning objectives. Its a common organizational weakness: those who raise money, those who manage money, and those who conduct programs...are rarely on the same page - literally. This "how-to" manual both validates my professional experience, while adding new insights to the ongoing debate about the relevance of strategic planning.In particular, I endorse the idea that strategic planning is a cyclical, continuous and integrative process, indispensable to healthy growth. I appreciate how it clarifies terms such as strategy, competitive advantage and differentiation, giving them a nonprofit context. In both business and nonprofits, these words are often used, but rarely based on a common understanding. I also appreciate how the author incorporates finance and fundraising at the foundation of its strategy pyramid. Guess what, folks? Finance and fundraising are no longer separate - and sometimes adversarial - functions...this insight alone is a remarkable step forward.The author does appears to skip the one point that brings his concept full circle: this continual process of engaging major donors, incorporating their influence into the strategic plan, and reporting back on our success, transforms program outcomes into charitable revenues. It reconciles the discrepancy between the purpose of strategic planning for businesses vs. nonprofits. It gives these outcomes a philanthropic value that translates into more, greater investments from donors..that's how we can reconcile this fundamental distinction between business and nonprofit planning.The author then develop his core concepts (and their priorities) into a realistic process. I especially appreciate the steps called "the strategy screen" and "the big question." The strategy screen filters group debate through constraints like mission parameters and feasibility. The big question is my favorite idea. It represents the broadest, biggest challenge, confronting the organization - the proverbial elephant in the living room. For one example: "How can we thrive in an environment dominated by larger, more influential organizations?"There is so much more to this book. It is a rich, refreshing perspective on how to revitalize the core concepts about the relevance of strategic planning, and how to make the benefits tangible to all stakeholders. If you have an interest in this topic, it is an important addition to your library, becuause it forces you to think beyond the episodic, SWOT-driven traditional models.
A great guide to nonprofit strategic planning. It's a thoughtful and exciting approach to strategic planning that's more about strategy (what directions to head, how to move in that direction, and why) than plans (goals for coming years). I wouldn't limit myself to this one book. I'd recommend Nonprofit Strategy Revolution, along with Nonprofit Sustainability by Bell, Masaoka, and Zimmerman and The Sustainability Mindset by Bell and Zimmerman. The strategy screen combined with competitive advantages, mission and vision is a helpful approach. I add core competencies. It doesn't focus much on resource development or organizational culture, so those are areas that may need further attention. However, it does get away from the group think involved in some approaches. Additionally, it really focuses on the strategic direction of the organization whereas many planning processes mistakenly put objectives rather than true strategies at the top of the pyramid. This book stands head and shoulders above most strategic planning books in terms of moving towards in a clear direction.
As a consultant, I have shelves of books on nonprofit management. This is the book which I use and refer the most to others. It is thought provoking while being practical. What makes this book worth every penny, besides the content is that it comes with all the tools you will need to go through the process with your organization.
Clearly explained alternative framework to strategic planning. The tools are simple and great to use.
I've used this book to facilitate several strategic planning sessions with great results. Online tools are also great. I highly recommend for any nonprofit professional.
Great book to add to my tool box. As a business consultant to nonprofits, this book is essential to incorporate in your tool box of top reads.
Insightful, enlightening, well written, well documented. A must read for both seasoned and newcomers to nonprofits.
This book is very hands-on practical for those who want to think and plan in the real world. He provides the reasoning needed and the framework for making strategizing a practical process. All of the forms needed are provided, as well as the format for a full day planning session with your team.
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