Strategic Agility: Moving from Strategic Planning to Strategic Thinking

1. Strategic Agility:Moving from Strategic Planning to Strategic Thinking Break for Lunch May 13, 2010

2. Workshop Objectives • What is meant by strategic thinking & agility • How does an organization develop a strategic mindset? • Some tools that may help • Barriers to success • How did they do it? Conservation Resource Alliance • Questions

3. What isStrategic Thinking • Culture that is open to dialogue & consideration of the possibilities • Is a way of life- not a one time event • Involves posing & pondering important questions • Requires acceptance from the group that the discussion may not have an immediate solution but is still crucial to success • Is worthy of a leadership time • Requires the board’s engagement

4. Why is itimportant for nonprofits? • Circumstances and the environment are going to change in unpredictable ways • Speed of execution is often essential • Need to get comfortable with change • Positions organization to seize opportunities • Prevents conflict

5. What isa Strategic Thinking • Moving from • Yearly objectives Vision • Annual budget 3 to 5 year financial plan • Programs/ services Partnerships/ • Strategic Alliances • Management Leadership

6. Characteristics of a Strategic Thinker • Someone without too many preconceived ideas; open minded • Imaginative • Risk-taker • Team –builder • Does not complain about what is wrong today but is aware of the needs of the future • Looks at strengths not weaknesses of organization • Thinks comprehensively not departmentally • Gives equal weight to all program areas not just financial • Looks for and thinks in terms of opportunities • Feels comfortable with a compass not a roadmap • Creates a climate for creative thinking

7. What is Strategic Agility? • The ability to sense and take advantage of opportunities by planning and executing far reaching business changes swiftly and effectively as needed.

8. What is Strategic Agility? • The ability to constantly respond to changing environment & opportunities; adapt and adjust strategic direction • Ability to increase capabilities quickly

9. How does an organization develop a strategic mindset? • Creates opportunities for strategic discussions • Learns together • Gets to know and trust members of the team • Acknowledges the value of diverse styles and perspectives • Works at being comfortable with ambiguity, discussion and debate

10. How does an organization develop a strategic mindset? • Eliminate cynicism; avoid looking for negative • Humor • Read, observe, remain alert • Hire or work with strategic thinkers • Stop spending time on mundane or unnecessary • Put strategic thinking into job descriptions, performance appraisals

11. Some tools • Consent agenda • Leadership style assessments • Scenario planning • Contingency budget • Ground rules • Decision matrix • Balanced scorecard • Dashboard report • Partnerships/ alliances

12. Barriers to Strategic Thinking & Agility • Too many priorities • Inadequate information flow • Central command and control • Denial, nostalgia, and arrogance • Poor talent management practices • Lack of a systems thinking approach • The ‘power’ sits within functional silos • Running the nonprofit on an annual cadence • Inability to reprioritize resources when needed • Extensive job description/competencies ‘complex’

13. How didthey do it? The Conservation Resource Alliance Story

14. Resourcesthat will assist you • www.northskynonprofitnetwork.org • www.boardsource.org • www.independentsector.org • www.boardcafe.org

15. Thank YouContact NorthSky at:231.929.3934Pam Evans231.929.3934, x 208pevans@northskynonprofitnetwork.org Special Thank you to: