Learning Resources

Why Strategic Plans Aren’t Working in Uncertain Times

Because Strategic Planning Should Be a Dynamic, Robust Process

By: Daniel Seymour, PhD

The author’s approach to his research-based Strategic Planning in Uncertain Times Fieldbook began with a sampling review of 50 strategic plans. What emerged was the development of an organizational learning cycle used as a template to assess the effectiveness of strategic plans on more than 250 college and university websites.

From Volume 52 Number 3 | April–June 2024

Abstract: A strategic plan is supposed to “bring the future into the present so that you can do something about it now.” Almost every college or university has such a plan because accreditors and governing boards require one. The question is: Why do so many higher education institutions seem to be unprepared when they take drastic actions (e.g., eliminating programs, cutting faculty and staff members, etc.) in uncertain times? The author studied more than 250 colleges and universities and suggests the answer in this article.

Institutions Mentioned: Methodist University, Fontbonne University, University of North Carolina at Greensboro, West Virginia University
Planning Types: Strategic Planning
Tags: Adaptable Plans, Alignment, Building (or Writing) the Plan, Change Management, Implementation, Institutional Planning, Leadership, Leadership Attitude Toward Planning, Mission / Vision / Identity, Organizational Change, Planning Processes, Preparing to Plan

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Successful Processes to Engender Board Ownership of Strategic Planning

By: Jack P. Calareso

The author shares the successful process and key strategies used at Ohio Dominican University to develop board engagement and ownership of the institution’s strategic plan and its implementation.

From Volume 35 Number 4 | July–September 2007

Abstract: Too often, Boards of Trustees feel that final approval of the institution's Strategic Plan is sufficient. However, most Plans will only be successfully implemented if the Board has complete ownership and a commitment to be actively involved in many areas of the institution (not only fund raising). This article describes a successful process and key strategies to develop Board engagement and ownership of the Strategic Plan and ongoing involvement in the successful implementation of the Plan.