How can you ensure that your nonprofit's strategy is adaptable to change?

Use SWOT analysis to identify the past issues and select the issues that are most relevant to progress forward; governance, leadership, management, resource mobilization, stakeholder engagement, and financial management. The strategic plan of the organizations pave way for guiding the management forward nothing more and nothing less. However, managing a team of staff is key to effective management of organizations and achievement of its vision, goals and objectives.

Some ways I have found helpful for its long-term success: 1. Regularly review and assess: Conduct periodic reviews of your nonprofit's strategy to evaluate its effectiveness and relevance. 2. Embrace a learning culture to foster continuous improvement. 3. Stay informed about new trends and best practices in your nonprofit's field. 4. Engage stakeholders to regularly to gather feedback and insights. 5. Build flexibility into the strategy for adjustments. Examples: 1: A nonprofit organization working on education may have a strategy to provide in-person tutoring services to underprivileged students. 2: A nonprofit focused on environmental conservation may have a strategy to organize public awareness campaigns and workshops.

Environmental assessment is crucial in ensuring that your nonprofit's strategy remains adaptable. One aspect that often gets overlooked is the impact of local community dynamics on your organization's operations and goals. It's essential to understand not just the broad political, economic, and technological trends, but also the specific needs, values, and challenges of the communities you serve. Engaging with local stakeholders, conducting community surveys, and participating in local events can provide invaluable insights. By incorporating this local perspective, your nonprofit can better tailor its strategies to be truly responsive and effective, ensuring long-term sustainability and impact.

Use a business model canvas to understand the key drivers of your organisation and impact. What people and skills are needed to deliver on your goals? What are the risks that will affect people and skills? What resources and funding do you need? What might prevent or delay accessing these? What partnerships and support do you need? What might disrupt or prevent these? If you work through a canvas you'll understand how your organisation delivers, and what could arise to stop that happening.

L'évaluation de son environnement est fondamentale et doit être conduite régulièrement pour toute organisation. Cela est d'autant plus vrai pour un OBNL qui de par sa mission vise à créer une valeur autre que monétaire. Des outils de type FFMO (SWOT) sont utiles particulièrement en temps de grande volatilité.

Your stakeholders are a key enabler to achieving your goals. If they are engaged and feel ownership of the strategy, they will support you in delivering it.

I have realised that combining different point of views can be very helpful in getting insights .Your stakeholders might see into things you might not and getting them involved makes them feel part of a community hence they feel more inclined to put in their best and you get first hand insight .

As leaders we only see a piece of the puzzle. If we truly want to create something great we need the full picture. Collecting thoughts and opinions on every level- even opinions that oppose your own- can be extremely valuable. Create surveys, set up meetings, ask the hard questions.

Un OBNL est un élément très particulier d'un écosystème spécifique. Ses parties prenantes peuvent avoir tendance à le considérer comme acquis, mais tout changement à l'une ou l'autre de ces parties aura un impact important sur l'équilibre, souvent précaire, d'un OBNL. IL importe de les impliquer et d'insister car dans mon expérience, cette implication n'est pas toujours évidente à contribuer pour ces dernières.

You have to involve the stakeholder in all the major decisions being made as this ensures uniform understanding to organisational position.

Always make sure the staff and key human resource understands the vision of the organisation so that implementation of decisions is well understood.

This should come first. Your environment and your stakeholders arise from your mission and vision, what you're trying to achieve in the world.

Even when adapting to change,your 'why' will always remain important.Once the foundation is shaky,it's unlikely for the rest of the house to stand properly. The vision and mission serves as a blueprint to build well and to know where to apply those tweaks

Our vision: Making science accessible for the mutual betterment of individuals and their communities #CivicParticipation #SocialCohesion #HealthyPeople2030. Adaptable individuals comprise adaptable organizations, groups, teams, and communities. If you have to ask, then ask the right person #WhoKnew? #LinkedUp!

Ensure you clearly define your nonprofit's mission, vision, and goals. Are your objectives specific, measurable, achievable, relevant, and time-bound (SMART)? This provides a framework for process oriented decision making.

Also consider using Objectives and Key Results (OKRs) to set high level objectives and SMART steps on the way to delivering them.

Seasoned Christian Ministry Church, led by Pastor Jacquelin Paul offers aid in necessities for the hungry, homeless, and disabled. The Church offers spiritual guidance through messages developed by Pastor Paul to organize community members in support of fellowship in health, and economic growth through business ownership and education. Such messages are available through the Church website and digital newsletter. Community outreach comes in the form of a food bank and clothing collection to benefit residents and those in the Caribbean and others internationally.

Implementation is the step most groups forget. It's also why some leaders don't find value in strategic planning. Use these tips to avoid this trap: -Create detailed actions steps to meet your goals. -Break them down by year and quarter -Involve your entire team in the process -Monitor your ongoing progress regularly and pivot when necessary. No plan is foolproof but following these tips can help to keep you on track.

Strategy should always be monitored frequently and adapted as needed. Things change so the strategy must be reviewed regularly to ensure a change in the environment, the mission of the organization, they way you do things, etc. hasn't uncovered the need for a change to the strategy. Regularly monitor progress toward your goals and methods of achieving your goals, if a roadblock has developed or if the goal needs a tweak (or a complete modification), adapt. It's ok to revise your goals and strategies, I've seen many firms stick with a goal when the goal should have been changed just because the strategy already in place.

Your strategy is a map that you use for day-to-day execution. If as you're navigating you are going off the path you set, it is either because you're not focusing on your mission and you're at risk of not meeting your goals, or it is because the world has changed and you need a new map. I've seen equal measures of both. Sometimes you can be distracted by a particular prospect or donor that is not in line with your strategy. If your strategy is strong then you should be firm and not follow distractions. Alternatively if you find yourself in a different environment than you imagined when writing the strategy, it is vital you stop to draw a new map.

I agree and believe continued review of strategic goals allows the ability to update current and future planning adding flexibility to make changes.

Reviewing what worked and what didn't is a great step to planning for the future because most times with strategies,you are never sure if what is on paper will fly in real life so it is important to look back and see which of those flew to work on for other strategies.

Times are changing rapidly, and despite our increasing technological proficiency, it’s essential to assess strategies from a distinctly humane perspective. Beyond merely evaluating, reviewing, and updating strategies to align with current situations or needs, there should be a deliberate focus on their impact at a human level – fostering feelings of connectedness, belonging, and community.

Comme le veut l'adage, ne répare pas ce qui n'est pas brisé. Mais il ne faut pas non plus attendre que la stratégie ne fonctionne plus pour la revoir et l'ajuster, car selon mon expérience les OBNL n'ont pas beaucoup de manœuvre pour corriger le tir en situation de crise. L'équilibre est fragile et si le processus de mise à jour a intérêt à se faire sur un base récurrente, il faut s'assurer que cet exercice est intégré aux façons de faire, car les ressources sont souvent limitées.

Reviewing and revising what is, what is not, and what may be ahead is essential when reworking your strategy. Understanding that you must adapt and produce new strategies is a great step in the right direction. You must also create and apply those strategies to produce relevant results that are well-balanced for your overall daily operation.

Purpose and priorities come first, before strategy. Your strategy is a series of decisions about how to work on a limited number of priorities, with your core purpose in mind. When things change - and they will! - your purpose and priorities will remain consistent, but you can reevaluate your strategy quite quickly and organically. If the assumptions that led to your strategic decisions don't make sense anymore, you can easily adjust your strategy to better align with your priorities. But if the change is so significant that you need to re-evaluate your priorities, then it's time to come back together to develop a new strat plan.

As the nonprofit sector is often at the mercy of available funding streams, government contract renewals and implementing effective donor development strategies to support its operations, an unexpected change in any of these can cause dismantling of programs and staff reductions. Implementing a culture of flexibility, adaptability to change along with consistent honest clear communication I found was invaluable when faced with significant changes. Monitoring your environment, client needs, community needs and service gaps I also feel is paramount to determine relevance effectiveness and utilization of existing programs and services which can lend evidence for the need to revisit strategic planning and funding pursuits.

Find the niche, the need that no one else is addressing (or doing well) and you have a fresh strategic perspective. We need to make pie 🥧 rather than take slices!