Synopses & Reviews
When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations
introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today’s leaders enhance organizational effectiveness. This new edition:
- Features the Strategy Change Cycle—a proven planning process used by a large number of organizations
- Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization
- Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more
- Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization
- Contains a wealth of updated examples and cases
“John Bryson is THE expert on strategic planning in the public and nonprofit sector. I’ve learned a great deal from his work, as have thousands of practitioners. This latest edition of his classic work is even richer, with its new material on strategy mapping, stakeholder analysis, and strategic management.”--David Osborne, coauthor of Reinventing Government, Banishing Bureaucracy, The Reinventor’s Fieldbook, and The Price of Government.
“The concepts presented in John Bryson’s book are applicable to all nonprofit and government organizations on a wide variety of complex issues. If you are looking for a new approach, a new way of approaching an issue, a way of changing the strategic direction of your organization, of making systemic change happen, then read this book!”
—Gary L. Cunningham, director, African American Men’s Project; director, Primary Care for Hennepin County, Minnesota; and CEO of North Point Health and Wellness Center
“John Bryson provides the tools leaders need to guide organizations and collaborations through a strategic planning process. His third edition should be required reading for anyone leading a nonprofit or public organization.”
--Terri Barreiro, director, Donald McNeely Center for Entrepreneurship, Saint John’s University, and former vice president for Community Impact of the Greater Twin Cities United Way.
“John Bryson’s book is an immensely valuable resource for leaders, professionals, researchers and other participants in public and nonprofit settings. Anyone professing competence in public and nonprofit management needs to know what Bryson says about strategic planning.”
--Hal G. Rainey, Alumni Foundation Distinguished Professor, School of Public and International Affairs, The University of Georgia, and author, Understanding and Managing Public Organizations, Third Edition
“The arrival of a new edition of this authoritative and highly usable book is very good news. Bryson explains strategic planning systematically and clearly in this valuable work.”
--Judith E. Innes, Professor of City and Regional Planning, University of California, Berkeley
“John Bryson’s book has quickly become the classic guide for making better decisions – and getting better results. The third edition introduces new concepts, like managing for results and creating public value, while maintaining the powerful, disciplined thinking of previous editions. It is an indispensable guide for anyone seeking to cope with the growing challenges of managing the tough environment of the public and nonprofit world.”
--Donald F. Kettl, Professor of Political Science and Public Affairs, University of Wisconsin – Madison; author, The Transformation of Governance: Public Administration for Twenty-First Century America and The Global Public Management Revolution
“If you are committed to the future effectiveness of your organization and the people it serves, this is the key resource book for you. John challenges our strategic thinking on the one hand, whilst providing us with practical tools to deliver meaningful strategies and plans on the other.”
--Irene Hewitt, chief executive, The Beeches Management Centre for Health and Personal Social Services, Belfast, Northern Ireland
"The new edition of Strategic Planning for Public and Nonprofit Organizations brings two needed gifts to this field: An excellent summary of the principles and theory behind leading and managing in a strategic way, and a solid process and great set of tools, which leaders and future leaders can use to make their institutions more responsive and effective."
--Bryan Barry, principal consultant, Amherst H. Wilder Foundation Center for Communities, St. Paul, MN
This is the third edition of the most widely read resource on the topic. The book shows leaders how to use strategic planning to strengthen their organizations and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. It presents the Strategy Change Cycle, a proven planning process used successfully by a large number of nonprofit and public organizations.
When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today's leaders enhance organizational effectiveness. This new edition: Features the Strategy Change Cycle--a proven planning process used by a large number of organizationsOffers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organizationIntroduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and moreIncludes information about the organizational designs that will encourage strategic thought and action throughout the entire organizationContains a wealth of updated examples and cases
About the Author
John M. Bryson is a professor of planning and public affairs in the Hubert H. Humphrey Institute of Public Affairs at the University of Minnesota, in Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for-profit organizations in the United States and abroad. His most recent book (with Fran Ackermann, Colin Eden, and Charles Finn) is Visible Thinking: Unlocking Causal Mapping for Practical Business Results.
Table of Contents
Figures and Exhibits.
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING.
1. Why Strategic Planning Is More Important Than Ever.
2. The Strategy Change Cycle: An Effective Strategic Planning Approach.
PART TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE.
3. Initiating and Agreeing on a Strategic Planning Process.
4. Clarifying Organizational Mandates and Mission.
5. Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges.
6. Identifying Strategic Issues Facing the Organization.
7. Formulating and Adopting Strategies and Plans to Manage the Issues.
8. Establishing an Effective Organizational Vision for the Future.
9. Implementing Strategies and Plans Successfully.
10. Reassessing and Revising Strategies and Plans.
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING.
11. Leadership Roles for Making Strategic Planning Work.
12. Getting Started with Strategic Planning.
A. Stakeholder Identification and Analysis Techniques.
B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies.
C. Strategic Planning in Collaborative Settings.