Section 04: Learning from experience

Every organisation is different. It is therefore impossible to say, this is ‘how to’ do strategic planning in every situation. There is no set process or template. Some strategy processes last three hours, others more than a year. Strategic plans range from one page to more than 100 pages. But despite the situational differences, there are important ‘how to’ principles to follow and adapt to the specific context.

4.1 Ensure leadership driving

Nothing will happen if the NGO’s leadership are not driving the process. Reluctant, half-hearted commitment will not be enough to take difficult decisions let alone implement them. Leaders have to be fully on board as strategic planning requires organisational change. This can be a profoundly sensitive process, as an organisation’s past strategies are often a reflection of what the leadership thinks is best. To bring authentic strategic change may require leaders to change their views; their priorities and even themselves.

Leaders have to be fully on board as strategic planning requires organisational change.

4.2 Listen to those closest to the action

Strategic planning is an opportunity for NGOs to put into practice their aspiration to listen to those they exist to serve. It also helps to listen to people closest to the grassroots, where change actually takes place. This ensures that decisions are made based on field evidence, not simply distant international opinion.

In management speak today they call this ‘open strategy’ - whereby you extend deliberations beyond the senior teams. Large firms like Amazon say they do this to stay ahead of disruption, become more agile and adaptive and cultivate commitment and ownership. Rapid advances in technology now enable NGOs to connect with people in the field in creative and meaningful ways.

4.3 Keep it dynamic - a living document

It is better to have the strategic plan as an imperfect, but living, adaptive document. NGOs work in fluid, fast-changing environments where even the best conceived plans are soon eclipsed by events. One NGO study calculated that it took 14 months on average to conduct strategic planning (by which time the environment will probably have changed). So avoid a strategy process becoming too protracted and expensive, especially given the limitations on what can be predicted accurately.

More important than the document, is the process of regular reviewing learning from experience and adapting the strategy accordingly.

Strategic plans need to evolve. They should be living documents.

4.4 Make it clear and memorable

A good strategic plan is accessible and succinct. It often helps if you are able to characterise strategic choices with some sort of metaphor or image. Some NGOs have been able to characterise their strategy as being ‘bridge’; others as ‘yeast’ helping the dough to rise… Others represent their strategy in a simple diagram or even flow chart. What is important is that this image makes sense to the NGO and to those with whom it is trying to communicate. There is obviously no one right answer about length, though for most 5 - 15 pages should be enough to convey the essence of the direction.

4.5 Find a good facilitator

Given that strategic planning should be a participatory undertaking that keeps to deadlines, an external facilitator is often helpful, if resources allow (there are also a variety of pro bono offers). The skill is to choose the right one. Some NGOs prefer consultants with specific subject expertise. Others prefer a generalist but with some experience in the sector. The best consultants will challenge assumptions and act as a friendly sceptic. They should be committed to listening to those closest to the action; able to ask the right questions; able to analyse and make sense of what they hear; and facilitate the client to make decisions for themselves. Avoid people too closely tied to the work or who has a vested interest.