Abstract

The long-run growth and success of a not-for-profit organization depend on developing strategies which deliver the organization’s mission and carry it to its goals. Although the formulation and implementation of such strategies can be viewed as the fundamental responsibility of management, managers typically find their days filled with short-run operating decisions and other time-consuming responsibilities. Strategic thought, planning, action and reviews tend to get put aside. As a result, too often organizations lose sight of their missions and fail to achieve their goals because they are overwhelmed by day-to-day operating problems. Consequently, strategic plans are not revised as market, competitive and environmental circumstances change, or possibly are never developed in the first place.