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There are two primary groups of people involved in your organization’s strategy work: participants and stakeholders. Depending upon their lived experiences, tenure in your industry, engagement with your organization, and a host of other factors, the opinions, insights, and recommendations of your members are going to vary greatly. Want to test it out? Ask a group of 10 members how to solve just about anything and you’re likely to get several dozen suggestions. And that’s because how people see the world, including the blocks and barriers impeding our organizations from achieving their preferred visions, varies.
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During a recent strategic planning session, participants were working in small groups when Aaron overheard a participant make a comment that didn't sit well with their colleague. Aaron and his co-facilitator brainstormed a course of action and turned to nonviolent communication. This is how it went.
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For any organization, value proposition is the fundamental building block of growth. Understanding the process of managing your value proposition is vital, but challenging – especially for non-profits. Here are some do's and don'ts of a value proposition process:
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You’ve completed the strategic planning process. Now what? How do you ensure the plan doesn’t collect dust on a shelf or get filed away on your computer never to be viewed again? The first step is recognizing the implementation gap is a very real phenomenon. The second is arming you and your team with the tools and resources necessary to overcome it.
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No matter your viewpoints on strategic planning, one thing’s for certain: the plan that sits on the shelf and is never referenced is not doing anyone any good. So if you’re going to create a plan that’s worth anything at all, at least consider the following strategic planning primer strongly rooted in the ToP values of profound respect and inclusive participation.
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When potential clients go to Pricing for Associations and ask how they should price a specific product or service, one of the first questions they have to return is “What is your strategic pricing objective?”
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