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SUSTAINABLE STRATEGY PROGRAM TEMPLATE1
Date
Table of Contents
Great Start....................................................................................................................... 2
Get Ready ............................................................................................................ 2
Plan to Plan ..................................................................................................... 2
Stakeholder Analysis ....................................................................................... 2
Purpose ................................................................................................................ 2
Values ............................................................................................................. 2
Mission ............................................................................................................ 2
Who ........................................................................................................... 2
What Difference ......................................................................................... 2
How Better ................................................................................................. 2
Mission Statement ..................................................................................... 3
Current Strategy ................................................................................................... 3
Lines of Business ............................................................................................ 3
Success Measures .......................................................................................... 3
Summary .............................................................................................................. 4
Great Ideas ..................................................................................................................... 5
Vision Statement ........................................................................................................ 5
Ideate ................................................................................................................... 5
Customers ....................................................................................................... 5
BOBs ............................................................................................................... 5
Analysis ..................................................................................................... 5
Take Aways ............................................................................................... 5
Good Questions .............................................................................................. 5
Stop Fix ........................................................................................................... 5
SWOT Analysis ............................................................................................... 6
Strengths and Weaknesses ....................................................................... 6
Opportunities and Threats ......................................................................... 6
External Environmental Analysis ..................................................................... 6
BAM ................................................................................................................ 6
Vision Ideas ............................................................................................................... 6
Generate .............................................................................................................. 7
All Ideas .......................................................................................................... 7
Evaluate ............................................................................................................... 7
First Cut........................................................................................................... 7
Contenders...................................................................................................... 7
1
This report is built upon a template derived from Results Now for Nonprofits: Purpose,
Strategy, Operations, and Governance (Light, 2011).
Page 1
Finalists ........................................................................................................... 7
Great Ideas ........................................................................................................... 7
Great Strategies .............................................................................................................. 8
Executive Summary ................................................................................................... 8
Introduction ........................................................................................................... 8
Purpose ................................................................................................................ 8
Values ............................................................................................................. 8
Mission ............................................................................................................ 8
Strategy ................................................................................................................ 8
Lines of Business ............................................................................................ 8
Success Measures .......................................................................................... 8
Vision .................................................................................................................... 9
Statement ........................................................................................................ 9
Strategies ........................................................................................................ 9
Goals ............................................................................................................... 9
Great Strategies Process ........................................................................................... 9
Build ................................................................................................................... 10
Current .......................................................................................................... 10
New ............................................................................................................... 10
Test .................................................................................................................... 10
External Environment .................................................................................... 10
Industry Environment ............................................................................... 10
Competitor Environment .......................................................................... 10
External Environment Fit to Strategies..................................................... 11
Internal Environment ..................................................................................... 11
Mission and Programs ............................................................................. 11
Organizational Capacity ........................................................................... 11
Capital Structure ...................................................................................... 11
Risk Orientation ....................................................................................... 11
Internal Environment Fit to Strategies ...................................................... 12
Great Strategies ................................................................................................. 12
Goals .................................................................................................................. 12
Summary ............................................................... Error! Bookmark not defined.
Appendices ................................................................................................................... 13
References .................................................................................................................... 14
Page 2
GREAT START
What are we doing now?
Get Ready
Plan to Plan
Stakeholder Analysis
Purpose
Values
Values
Values
Behaviors
Mission
Who
What Difference
How Better
SVP Organizational Capacity Assessment Tool Summary
SVP Capacity Assessment Tool
MISSION, VISION, STRATEGY & PLANNING
PROGRAM DESIGN & EVALUATION
HUMAN RESOURCES
CEO/ED/SENIOR MANAGEMENT TEAM LEADERSHIP
INFORMATION TECHNOLOGY
FINANCIAL MANAGEMENT
FUND DEVELOPMENT
BOARD LEADERSHIP
LEGAL AFFAIRS
MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Four Questions
A
Valuable
Competitive Advantage(s)
B
C
D
Page 3
A
Competitive Advantage(s)
B
C
D
Rare
Costly to
Imitate
Nonsubstitutable
Mission Statement
Mission Elements
Who
we serve
What difference
we make in their lives
How we do our work,
our competitive advantage
Mission Statement
Current Mission
New Mission
Complete Statements
Current Mission
New Mission
New Simplified Mission
Current Strategy
Lines of Business
Lines of Business
Success Measures
Lines of Business
Customer
Difference
Page 4
1
Summary
1
Total Margin: "This is the bottom line . . . the one [measure] that tough, no-nonsense managers of all
stripes supposedly focus on single-mindedly"(McLaughlin, 2009, p. 83). Formula = Revenue minus
Expenses [line 19] divided by Revenue [line 12]
Current Ratio: "the most widely recognized measure of liquidity . . . the ratio should be at least 1”
(McLaughlin, 2009, p. 75). Formula = Current Assets (lines 1-9) divided by Current Liabilities (lines 17
to 19)
Working Capital: "Determines how long a charity could sustain its level of spending using its net
available assets, or working capital, as reported on its most recently filed Form 990” ("Glossary," 2010).
Formula = Unrestricted plus Temporarily Restricted Net Assets
Operating Reserves: A more conservative view of working capital because you only use unrestricted
net assets and exclude land, building, and equipment, and temporarily restricted assets (Blackwood &
Pollak, 2009, p. 9). Formula = Unrestricted Net Assets minus Land, Building, and Equipment plus
Mortgages & Notes
Page 5
GREAT IDEAS
What could we do next?
VISION STATEMENT
Ideate
Customers
BOBs
Analysis
Best of the Best
BOB 1
Lines of Business
Your Agency
BOB 2
Financials
Revenue:
Expenses:
Net Revenue:
Net Assets:
Revenue:
Expenses:
Net Revenue:
Net Assets:
Competitive Advantages
Revenue:
Expenses:
Net Revenue:
Net Assets:
Take Aways
Good Questions
Great Ideas from the Ansoff Matrix
Lines of Business
Existing
New
Market Penetration
Product Development
Existing
Market
Market Development
Diversification
New
Stop Fix
Great Ideas from the MacMillan Matrix
Program Attractiveness
High
Low
Page 6
Alternative Coverage
Low
High
High
Low
Strong
Competitive
Position
Strategy
Aggressive
Competition
Aggressive
Growth
Build Up
Best Competitor
Soul of
the Agency
Aggressive
Divestment
Build Strength
or Bail Out
Orderly
Divestment
Joint Venture –
Foreign Aid
Weak
Competitive
Position
Strategy
SWOT Analysis
Strengths and Weaknesses
Positive
Strengths:
Negative
Weaknesses:
Internal
Opportunities and Threats
Positive
Opportunities;
Negative
Threats:
External
External Environmental Analysis
External Environment
Political
Economic
Sociocultural
Technological
BAM
Brainstorming Ideas
Ideas (Affinity Grouped)
VISION IDEAS
Group Name
Voting
Page 7
Generate
All Ideas
All Ideas
What Holds You Back Ideas
What Takes You Forward Ideas
Evaluate
First Cut
First Cut (12 ideas)
Contenders
Contenders (6 ideas)
Hard to Do
Easy to Do
Big
Pay-off
Little
Pay-off
Finalists
Criteria
Plays to competitive advantage
WT
A
B
Total
Great Ideas
Finalists (3 ideas)
C
D
E
F
Page 8
GREAT STRATEGIES
What should we do next?
EXECUTIVE SUMMARY
Introduction
Purpose
Values
Values
Behaviors
Mission
Strategy
Lines of Business
Lines of Business
Success Measures
Lines of Business
Customer
Difference
Page 9
1
Vision
Statement
Strategies
Name of Strategy
New Vision Strategies
Name of Strategy
Name of Strategy
Goals
Name of Strategy
Name of Strategy
Goals
Name of Strategy
GREAT STRATEGIES PROCESS
1
Total Margin: "This is the bottom line . . . the one [measure] that tough, no-nonsense managers of all
stripes supposedly focus on single-mindedly"(McLaughlin, 2009, p. 83). Formula = Revenue minus
Expenses [line 19] divided by Revenue [line 12]
Current Ratio: "the most widely recognized measure of liquidity . . . the ratio should be at least 1”
(McLaughlin, 2009, p. 75). Formula = Current Assets (lines 1-9) divided by Current Liabilities (lines 17
to 19)
Working Capital: "Determines how long a charity could sustain its level of spending using its net
available assets, or working capital, as reported on its most recently filed Form 990” ("Glossary," 2010).
Formula = Unrestricted plus Temporarily Restricted Net Assets
Operating Reserves: A more conservative view of working capital because you only use unrestricted
net assets and exclude land, building, and equipment, and temporarily restricted assets (Blackwood &
Pollak, 2009, p. 9). Formula = Unrestricted Net Assets minus Land, Building, and Equipment plus
Mortgages & Notes
Page 10
Build
Current
Name of Strategy
Current Strategies
Name of Strategy
Name of Strategy
Name of Strategy
New Strategies
Name of Strategy
Name of Strategy
People
Product
Place
Price
Proposition
New
People
Product
Place
Price
Proposition
Test
External Environment
Industry Environment
Strategy
Industry Environment
Strategy
Strategy
Competitor Environment
Your Strategy
Your Strategy
Industry Description
Rivalry Among
Competitors
Funding Group Power
Fit to Strategy
Competitor Environment
Your Strategy
Competitor
Lines of Business
Competitive Advantages
Likely Response
Page 11
Your Strategy
Competitor Environment
Your Strategy
Your Strategy
Competitor
Fit to Strategy
External Environment Fit to Strategies
External Environment Fit to Strategies
Your Strategy
Your Strategy
Your Strategy
Industry Environment
Competitor Environment
Fit to Strategy
Internal Environment
Mission and Programs
Organizational Capacity
Capital Structure
Risk Orientation
High Consequence Events
High Consequence Risks
Trigger
Event(s)
Response
High
Probability
Medium
Probability
Change or Die Checklist
Strategy
Is the practice better than
what you are doing now?
Is it really worth the time,
disruption, and money?
Is it best to make only
symbolic changes instead
of core changes?
Is doing it good for you,
but bad for the company?
Change or Die Checklist
Strategy
Strategy
Page 12
Strategy
Change or Die Checklist
Strategy
Strategy
Do you have enough power
to make it happen?
Are people already
overwhelmed by
too many changes?
Will people be able to learn
and update as it unfolds?
Will you be able to
pull the plug?
Fit to Strategy
Internal Environment Fit to Strategies
Internal Environment Fit to Strategies
Strategy
Strategy
Strategy
Mission and Programs
Organization Capacity
Capital Structure
Risk Orientation
Fit to Strategy
Great Strategies
Goals
Strategy
Goals
Internal Analysis
Strategy
Strategy
Page 13
APPENDICES
Page 14
REFERENCES
Blackwood, A., & Pollak, T. (2009). Washington-area nonprofit operating reserves
Charting Civil Society (pp. 10). Washington: Center on Nonprofits and
Philanthropy.
Glossary. (2010). Retrieved March 15, 2010, from
http://www.charitynavigator.org/index.cfm?bay=glossary.list#W
Light, M. (2011). Results now for nonprofits: Purpose, strategy, operations, and
governance. Hoboken, N.J.: John Wiley & Sons.
McLaughlin, T. A. (2009). Streetsmart financial basics for nonprofit managers (3rd ed.).
Hoboken, N.J.: Wiley.