Strategy and Research

Foundations-Works: an organization that helps foundations utilize strategic communications in order to “enhance philanthropic effectiveness”:

“Bridging the Gap: Connecting Strategic Communication and Program Goals”

“How to make the Most of Working with your Marketing and Communications Professionals”

http://foundationworks.org/

The Communication Network: Translating values into Effective Practices:

Provide the philanthropic community with leadership, guidance, and resources in order to promote the strategic use of communications as an integral part of effective philanthropy

Annual Conference

www.comnetwork.org

Harvard Business Review:

A Compilation of Articles Related to the Non-Profit Sector

*can be purchased online

Strategy Development

“What is Strategy?” – Michael E. Porter- Harvard Business Review, February 2000, Reprint# 413

Discusses the essence of strategy is the ability to choose a unique and valuable position rooted in systems of activities that are much more difficult to match, rather than just having operational effectiveness

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=PECNJEZUDTYV2AKRGWCB5VQBKE0YOISW?id=4134&referral=1043

“Lofty Missions, Down-to-Earth Plans” – V. Kasturi Rangan – Harvard Business Review, March 2004 – Reprint #R04035

Most nonprofits have broad, inspiring mission statements – and they should. But they also need a systematic method that connects their callings to their programs.

Four step process of creating and implementing strategy

http://harvardbusinessonline.hbsp.harvard.edu/hbrsa/en/hbrsaLogin.jhtml;$urlparam$kNRXE2ULYRiR52NiwJYH5SF?ID=R0403J&path=arc&pubDate=March%202004&_requestid=39812

“Making Strategy Development Matter”- Michael C. Mankins- Harvard Business Review Article, May 2004, Reprint# U0405B

Strategic planning at most companies doesn't really matter anymore. Why? Because the model most companies use for strategy development is not well aligned with the way executives make decisions. Strategy development at most companies is a "batch" process--it usually takes place annually in strict accordance with a predetermined planning calendar. Strategic decision making, by contrast, happens continuously--often driven by an immediate need for action--and does not conform easily to a preset schedule.

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=U0405B

Economics of Strategy

“The Nonprofit sector’s $100 billion opportunity”- Bill Bradley, Paul Jansen, Les Silverman- Harvard Business Review, May 2003 Reprint # R0305G

According to the study, the nonprofit sector could free that amount--maybe even more--by making five changes in the way it operates.

The study asks two central questions:

Does the sector's money flow from its source to its ultimate use as efficiently and effectively as possible?

Where are the big opportunities to increase social benefit?

Article also incorporates the idea that with the coming retirement of the baby boomers, budgets will be squeezed, therefore efficiency is a top priority

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=R0305G

“Should Nonprofits Seek Profits?” – William Foster, Jeffrey Bradach- Harvard Business Review Article, February 2005, Reprint# R0502E

Nonprofits are increasingly compelled to launch earned income ventures so as to appear more businesslike and organized to stakeholders. This also reduces their reliance on fundraising

Problems that have arisen:

The ventures distract the Nonprofit managers from their core social missions.

The Nonprofits have unrealistic expectations which have led to lost resources

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=L4CDWC1Z1FMLGAKRGWCB5VQBKE0YOISW?id=R0502E&referral=1043

Different Types of Strategies

Strategy Formation Beyond Strategic Planning: Paper produced by: La Piana Associates Inc

Successful Strategies include: A clear vision, a powerful mission, and sound values

Nonprofits typically rely on traditional strategic planning as their primary strategic tool this is an inclusive, collaborative process involving five important steps.

The traditional strategic planning process can actually cause Nonprofits to lose valuable time, expand scarce resources, and divert their attention from more strategic activities

Three different approaches to strategy formation include: 1). Analytical, 2). Visionary, 3). Incremental

http://www.lapiana.org/downloads/strategy_formation.pdf

Frame Works Institutes

www.frameworksinstitute.org

Strategic Frame Analysis

This is an approach to communications that pays attention to the public’s deeply held worldviews and widely held assumptions

A result of this empirically driven communication process is that it makes academic research understandable, interesting, and usable to help people solve social problems

The way an issue is framed explains who is responsible, and suggests potential solutions conveyed by images, stereotypes, messengers and metaphors

http://www.frameworksinstitute.org/strategicanalysis/index.shtml

Sutton Group

The article examines the importance of consumer research which is conducted in order to better understand the consumer’s reality

The research utilizes six strategic questions

The questions in combination with the research allow for the identification of the most important levers that should be used when contacting the consumer

http://www.suttongroup.net/strategic%20questions.pdf