For the past year, I have encountered a number of organisations, particularly in the social sector, that found the process of developing an organisational strategy challenging. While there are no shortcuts to the process; here is a simple five-step guide to strategic planning and to crafting a strategic blueprint that will not only clarify your vision but also position your social impact organisation for sustainable success.
The strategy development process requires a clear understanding of roles and responsibilities, timelines, how decisions will be made, and who will be responsible for making them.
>Step 1: Review & Assessment The process begins with a thorough analysis of your organisation’s current context, which includes a situational and environmental scan, horizon scanning for future influencers, competitor/ stakeholder analysis and a comprehensive review of historical data and learnings (such as SWOT analysis and Monitoring and Evaluation data).
At this stage, it is also crucial to determine what the framework for your strategy will be—determining what will be included and what will be excluded.
Step 2: Consultations Unlike the private sector, social impact organisations often adopt a more inclusive approach and value the perspectives of their diverse stakeholders. Thus, consultations are typically central to the strategy development process, employing various methods like interviews, focus groups, workshops, and surveys. Managing these consultations effectively prevents them from being merely superficial gestures. Clear communication about the purpose of these inputs and how they will be utilised is essential to managing expectations and ensuring practical outcomes.
Step 3: Analysis & Ideation The next step involves constructing the strategy framework and the strategic chart by analysing all information gathered in the previous steps. This includes grouping and prioritising data to lay a solid foundation for the strategy. Equally important is the ideation process. All the information collected will produce ideas for a vision, purpose and mission. Having sessions that will allow for creativity and the emergence of new ideas will enable the creation of an innovative and impact-driven strategy.
Step 4: Prioritising and Decision-Making This critical stage occurs ideally face-to-face or alternatively through a dedicated online workshop. The focus here is on deciding what has emerged in step 3 and prioritising the organisation’s medium- to long-term objectives. The process also needs space to clearly define what will and will not be pursued. This stage should result in the formulation of a distinct vision, mission, and strategic objectives.
Step 5: Crafting the Strategy With all key elements in place, a strategy can be assembled. Consider also conducting a risk assessment, defining the necessary financial and human resources, and establishing mechanisms for monitoring and evaluating success. This stage also involves feedback sessions and validating data before finalising the strategy document.
Note on Strategy Length An effective organisational strategy does not need to be lengthy. A concise, well-articulated strategy document of no more than 10 pages, supplemented by a visually engaging slide deck, can effectively convey the organisation’s goals and plans. This approach not only ensures clarity and accessibility but also enhances the likelihood of meaningful engagement and implementation across the organisation.
After the strategy is developed, the real work begins: communicating the strategy, gaining comprehensive buy-in, operationalising the strategy, and maintaining ongoing monitoring.
Need help developing your strategy? Contact The Workroom.
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