Nonprofits tend to focus more on matters of board development, fundraising and volunteer management.
For-profits tend to focus more on activities to maximize profit.) Therefore, the reader is encouraged to review a variety of the materials linked from this page, whether he or she is from a nonprofit or for-profit organization. Strategic Planning in Tough Times -- It's Not Discretionary at All The scheduling for the strategic planning process depends on the nature and needs of the organization and the its immediate external environment.
Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more of a matter of the size of the organization -- than its for-profit/nonprofit status.
There are a variety of perspectives, models and approaches used in strategic planning.
The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc.
The full strategic planning process should be conducted at least once every three years. Again, the frequency of review depends on the extent of the rate of change in and around the organization.
As noted above, these activities should be conducted every year if the organization is experiencing tremendous change. NOTE: Although there are separate sections listed below for many of the major activities in strategic planning (for example, the sections "Developing a Mission", "Developing a Vision", etc.), this section "Various Overviews of Strategic Planning" also includes information about those activities as well.
2) Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans.