Strategy Change Cycle

At first glance, is the Strategy Change Cycle an approach that you would likely suggest if tasked with formatting a strategic plan process? If so, what aspects make it appealing? If not, what are some of the key shortcomings of the cycle?

ANSWER THE ABOVE QUESTION THEN REPLY TO MY CLASSMATE RESPONSE TO THE ABOVE QUESTIONS AND EXPLAIN WHY YOU AGREE? (A MINIMUM OF 125 WORDS EACH)

                                                    CLASSMATE’S RESPONSE

After careful consideration to the Strategy Cycle, I would certainly suggest it as a great starting point when formatting a strategic plan process. I am specifically interested in the inclusion of stakeholders, the open mind towards the various approaches to formulating strategies and building capacity for ongoing implementation. In my opinion, the most important concern is executing the cycle while operating in its current state. I like the idea of seeking best practices that are currently underway and working on activities that can occur before the strategic planning process is implemented. Bryson (2018) states “Implementation should not, wait until the eight steps in the cycle have been completed.” Based on this premise, striving to accomplish the mission of the organization should continue. The priorities goals, and operations of the organization provide a chance to prepare employees for change and offer input into the plan.

Although the Strategy Cycle offers relevant actions, it is not all encompassing, and is not a step-by-step approach to strategic growth. Participation from stakeholders (internal and external) will bring experiences to the table that may require an in-depth perspective and could impact outcomes. When serving the public, the opinion of the citizens should be added to the level of impact you’re seeking to reach.

The known and unknown factors include the challenges we’ve faced year after year, unavoidable requirements, best practices we’ve experienced, the current state of our organization, and where we think we want to be in the future. From the process context to outcomes, the mission and collaboration with others are vital to reaching the long-term goals.

References

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: for public and nonprofit organizations, a guide to strengthening and sustaining organizational achievement. Hoboken, NJ: Wiley.

 

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