Discusses the lifecycle of an organization from start-up through growth, maturity, decline, and, finally, closing. Suggests strategic performance facilitation as a way to involve workers in the process of collecting information and providing solutions. (JOW)

Examines the strategic planning experience of the Information Design and Development organization (then called Technical Publications) in DuPont's External Affairs division. Describes why strategic planning was undertaken, the process used, logistics involved in preparing for and carrying out the process, and results. Shows that the experience can…

Distinguishes between marketing (analysis and strategies with which to position a business) and sales (implementation of marketing ideas). Identifies pitfalls of equating the two, such as sales plans without a marketing foundation and failure to structure sales tactics around customer needs. (SK)

Explores the impact of four elements of strategic planning: strategic positioning, external and internal analysis, measurable objectives, and evaluation with corrective action. By examining both the literature that guides districts in the development of strategic plans and actual district plans, identifies areas of weakness and suggests ways…

After an absence of 10 years, strategic planning has returned as a prime management issue. New attitudes, new approaches, and new players have emerged with new practices. A good strategy can make a company more attractive to customers and investors as well as a better place to work. (JOW)

This study explored effects of strategic planning intensity in disability-based agencies on the organizational performance of those agencies. It found statistically significant correlations between strategic planning intensity levels of the agencies and their respective organizations' performance on two out of five measures of organizational…

Discusses the gap between "saying and doing" in strategic planning and presents a series of options that campus leaders might consider in moving from the process of planning to the process of implementation. (EV)

Discusses how a higher education institution might answer the question, "What do we want to do with or accomplish through technology?" by clarifying the level at which information technology (IT) strategic planning is approached. Describes factors that, when incorporated into the planning process, may ensure success, and discusses the impact of…

Reviews nature of strategy and strategic leadership in schools. Considers how leaders can map and reconceptualize the nature of strategy and develop strategic capabilities for longer-term sustainability. Questions hierarchical models of leadership. Highlights three characteristics of strategically oriented schools; suggests ways to improve art of…

The president of the American Council on Education (ACE) asserts that innovation must lie at the center of every higher education institution for it to remain on the cutting edge of new knowledge and good teaching practice. He suggests that the key to change is research-driven strategic planning that remains flexible and cross-disciplinary while…

In a longitudinal case study, reviews Penn State's 20-year experience with strategic planning in the context of the evolution of strategic planning in higher education. (EV)

Identifies six critical success factors to rethink performance improvement following the terrorist attacks of September 11. Topics include moving out of traditional paradigms to use wider boundaries for planning and continuous improvement; focusing on end results; levels of planning; ideal visions; preparing clear, measurable objectives; and…

Explores to what extent the business practice of strategic planning can be applied to the educational system in Cyprus. Offers a strategic analysis and plan for the country's educational system. (EV)

Likens the situation in today's public health to war, recommending a military-style strategic plan that focuses on three concepts (ends, ways, and means), and suggesting that until these three are in balance, the best way for the United States to win a public health war is to focus on the enemy's center of gravity, prioritize ends, and apply…

Discusses organizational change and myths that decisionmakers have about the change process, including knowing all about change; designing the solution; the role of strong executive level leaders; the importance of strategic plans; and culture change and values. Describes tactics for preventing these myths from interfering with efforts to manage…