Nonprofit Strategy Revolution

出版者:Fieldstone Alliance

作者:David La Piana

页数:181

出版时间:2008-03-15

价格:USD 34.95

装帧:Paperback

isbn号码:9780940069657

具体描述

Manage opportunities and challenges quickly and strategically

The fact is, the world changes continuously and rapidly. Its foolhardy to believe that strategies should not do so as well. Nonprofit leaders already know this, but traditional strategic planning has locked them into a process thats divorced from todays reality. Thats why plans sit on the shelf and why smart executives are always seeking workarounds in between planning periods.

The Nonprofit Strategy Revolution offers a nimble and powerful alternative. In this ground-breaking book, strategy expert David La Piana introduces Real-Time Strategic Planning, a fluid, organic process that engages staff and board in a program of systematic readiness and continuous responsiveness. With it, your nonprofit will be able to identify, understand, and act on challenges and opportunities as they arise, not in six months when the plan is done.

A framework to fuel change

Strategic thinking begins with a clear understanding of strategy. To help you grasp this essential but often-confusing concept, the Strategy Pyramid offers a simple, graphical framework. You'll learn about the three types of strategies-- organizational, programmatic, and operational--and how they align to contribute to the overall aim. Instead of a hodgepodge of unrelated goals and activities that ultimately lead to inertia or total chaos, you'll learn to develop true strategies--coordinated actions that pull the organization in the same direction, toward the same ends. That is revolutionary.

Complete guidance for forming strategies

At the heart of this practical book is the Real-Time Strategic Planning Cycle. Based on four years of research and testing with a variety of nonprofits, this proven process guides you through the steps to sound strategy.

You'll find tools for:

- Clarifying your competitive advantage--where your organization fits in its marketplace, who your competitors are, and what sets you apart from the pack.

- Generating a strategy screen--criteria for evaluating strategies. The next time a critical issue pops up, you'll have strategic principles in place and be able to respond quickly.

- Handling big questions--the opportunities or threats that require development of a new strategy in order to respond.

- Developing and testing strategies-- reduce the chances of picking the wrong strategy.

- Implementing and adapting strategies--learn how to continuously probe for crises and opportunities--not just once every three years.

This useful guide also includes: Exhibits and case examples showing how concepts play out in real-life; A total of 27 tools,10 of which are essential for forming strategies; Theory to Action sidebars telling you which tool to use for a given task; A CD with all the tools and interactive worksheets youll need.

Get started in one day Kick off the process with a one-day Real-Time Strategic Planning session. In seven hours youll have formed the backbone needed to develop strategies going forward.

The Facilitators Guide to Real-Time Strategic Planning (also on the CD) gives you everything you need: the days agenda, instructions for preparing flip charts, prework to be done, handouts, and worksheets. Because the work is done by the staff, not a consultant, your organization will learn key skills, take ownership of the process, and increase its capacity to think and act strategically.

Use The Nonprofit Strategy Revolution and get the clarity and direction you need for maximum mission success.

用户评价

我对这本书在结构安排上的精妙之处印象尤为深刻。它并非线性地向前推进，而更像是一个螺旋上升的过程，每介绍一个新的概念，都会回溯到前面对现有体系的批判，从而形成一个稳固的逻辑闭环。这种结构设计极大地增强了论证的说服力，避免了碎片化的知识堆砌。特别是关于“敏捷治理”和“动态资源配置”的章节，作者没有陷入技术细节的泥潭，而是着重阐述了支撑这些机制背后的文化和领导力要求。这无疑是高明之处，因为技术和流程的变革终究要依托于人的思想转变。作者对“长期主义”的解读也颇具洞见，他巧妙地平衡了短期绩效压力与深远愿景之间的矛盾，提供了一套如何在资源有限的情况下，仍然能够保持战略定力的实用框架。对于那些在董事会和高层管理团队中挣扎，试图推动实质性变革的领导者来说，这本书无疑是一剂强心针，因为它提供了必要的词汇和论据来有效地沟通复杂变革的必要性和可行性。

这本书的语言风格呈现出一种令人耳目一新的锐利感和穿透力，完全摆脱了学术著作常见的枯燥与冗长。作者似乎非常擅长使用精悍且富有冲击力的句子来直击问题的核心，读起来酣畅淋漓，仿佛在进行一场高强度的思维健身。我特别喜欢其中对“组织惰性”和“影响力陷阱”的那些比喻性描述，它们精准地捕捉到了许多组织在发展过程中遇到的微妙困境，让人会心一笑的同时，又感到一丝寒意——原来我们一直在同一个地方打转。在讨论到如何重塑价值主张时，作者采取了一种近乎颠覆性的视角，挑战了那些被奉为圭臬的行业惯例。这种挑战并非毫无根据的批判，而是建立在对数据和长期趋势的严谨分析之上。阅读过程更像是一次与一位顶尖战略家的深度对话，他不断地抛出挑战性的问题，迫使读者跳出舒适区，去审视那些被我们视为理所当然的假设。这种迭代式的阅读体验，极大地提升了阅读的参与感和思考的深度。

深入阅读后，我发现这本书的真正力量在于其对“影响力衡量”的重新定义。它毫不留情地揭示了当前许多衡量体系的局限性——往往过于关注容易量化的产出（Outputs），而忽略了难以捕捉的成果（Outcomes）乃至最终的社会效益（Impact）。作者提出了一套更具韧性和相关性的评估方法论，强调指标体系需要随着环境变化而动态调整，避免陷入“指标僵化”。这部分内容对于那些深陷于报告和合规性旋涡中的专业人士来说，简直是醍醐灌顶。此外，书中关于人才发展的论述也很有启发性，它强调在追求“革命性”战略时，对人才的招募、培养和激励模式也必须同步革新，必须培养能够驾驭不确定性的复合型人才。总体而言，这本书不仅仅是一本关于战略规划的指南，它更像是一份关于组织如何才能在不断变化的社会需求中保持其相关性和有效性的“生存与发展宣言”，其深度和广度远超我对一本关于非营利战略书籍的预期。

从一个长期关注社会创新领域的观察者的角度来看，这本书最大的价值在于它提供了一种超越传统“项目导向”思维的全新范式。它不再仅仅关注于如何更好地执行一个已有的、被资助的项目，而是将焦点转向了组织自身的“生命力”和“适应性”。书中对“系统性思维”的阐释非常透彻，作者强调，非营利组织的影响力往往被其所处的复杂生态系统所制约，因此，策略的制定必须是生态系统的策略，而非孤立的组织策略。这种将视野从自身围墙内拓宽到外部环境的视角转换，是当前许多组织迫切需要的。书中对创新实验的鼓励和对失败的再定义，也让人感到振奋。它不再将失败视为终点，而是将其视为获取关键学习数据的过程，这极大地降低了组织内部进行大胆尝试的心理门槛。这种对风险的坦诚态度，使得整本书的基调充满了建设性的乐观主义，而不是空洞的口号。

这本书的叙事节奏把握得非常到位，作者仿佛是一位经验老到的向导，引领着我们穿越充满挑战的非营利组织管理迷雾。开篇的引人入胜，迅速将我拉入了一个对传统模式产生深刻质疑的境地。它不仅仅是罗列理论，更像是在讲述一个个真实世界的案例，那些鲜活的故事充满了张力，让人不禁思考：我们所熟知的“行善”方式，真的能带来最大的社会效益吗？作者对当前非营利部门痛点的剖析入木三分，从资源分配的低效到使命漂移的困境，每一个观察都显得如此精准和令人警醒。阅读过程中，我多次停下来，对照自己所在组织的现状进行反思。尤其欣赏作者在构建新框架时所展现出的那种务实主义，它不是空中楼阁般的宏大叙事，而是基于对现实约束的深刻理解后提出的切实可行的路线图。这种脚踏实地的态度，让原本感觉高不可攀的“革命”变得触手可及，让人对接下来的内容充满了期待。它成功地做到了将宏观战略思考与微观操作指南巧妙地融合在一起，为所有致力于社会影响力的工作者提供了一份极具参考价值的行动手册。