For an Organization, How the past, present are considered as important.Similarly, the Future is also very much important. The Companies Management Annual Report contains mentioning the Future Plans. Moreover through Journal we can hear such news. By the way of these, we can know the plans of Future.
If expecting a rapid growth, the companies risk increases rapidly. Likewise, if able to maintain without borrowing large money, balancing with the gains risk will be reduced. Moreover , leading I.T. Sector Company if entering a different sector we must think definitely. Similarly in future if able to offer Follow on Public Offer it is also considered as reasonable thought. Like all these there are many hidden facts present which has to be investigated.
a) Expansion plan
b) Diversification plan
c) Strategic plan
You have certainly heard this statement, “When you fail to plan, you are planning to fail.”
Many organizations choose to review their annual goals late in the calendar year. This annual wrap up usually focuses on completing unfinished tasks and identifying where to focus efforts for the coming year. Board members are regularly asked to suggest issues and projects they believe are important to work on.
According to John M. Bryson, professor of Planning and Public Affairs at the University of Minnesota, and author of “Strategic Planning for Public and Nonprofit Organizations,” “Planning is a combination of dreaming and carefully predicting the future based on knowledge of the community, actual and potential customers, the organization itself, and the outside forces that affect the organization. Planning should not be something that a board does when there is nothing else to fill the agenda.”
Long-term planning, or strategic planning, is essential to assure the success of any organization. A good long-term plan ensures that the organization is on a clear course to support the reason for which it was established.
Who should be involved in the planning process ?
You, as a member of the board and all board members! It is the responsibility of the full board in collaboration with the executive director to write the long-term plan (two to five years) for the organization. Once the plan is written, it is the board’s responsibility to annually review the plan, make necessary modifications and approve the plan of work for the organization and board over the next year.
Board member terms may expire, staff members may change, funding and programs may be modified, but the direction for the group is clear when there is a well thought-through plan.
Additionally, a short-term plan – those important duties that need to happen in the next 12 months – should, with the assistance of the executive director and other staff, if available, simultaneously guide the organization towards success with the long-term plan.
How should groups begin to develop a plan ?
Start by writing (or reviewing) the mission statement of the organization. What is the purpose of the group, why does it exist, where is the targeted effort on a day-to-day basis?
A good mission statement will keep the board focused as decisions are made. Boards cannot take up every cause that makes the local headlines. Instead, focus where those causes are directly related to the organization’s mission. If the cause is not related to the mission, the board should not get directly involved; success with those issues will be nearly impossible – and board members will become very frustrated! Finally, develop results-oriented action based objectives that will help accomplish the organization’s mission. What groups of people will be served? What programs will be offered? What staff and facilities will be needed to offer the programs? How will programs, staff and facilities be financed? Who will be responsible to make sure each critical step happens? What timeline will be established to measure success?
If expecting a rapid growth, the companies risk increases rapidly. Likewise, if able to maintain without borrowing large money, balancing with the gains risk will be reduced. Moreover , leading I.T. Sector Company if entering a different sector we must think definitely. Similarly in future if able to offer Follow on Public Offer it is also considered as reasonable thought. Like all these there are many hidden facts present which has to be investigated.
a) Expansion plan
b) Diversification plan
c) Strategic plan
You have certainly heard this statement, “When you fail to plan, you are planning to fail.”
Many organizations choose to review their annual goals late in the calendar year. This annual wrap up usually focuses on completing unfinished tasks and identifying where to focus efforts for the coming year. Board members are regularly asked to suggest issues and projects they believe are important to work on.
According to John M. Bryson, professor of Planning and Public Affairs at the University of Minnesota, and author of “Strategic Planning for Public and Nonprofit Organizations,” “Planning is a combination of dreaming and carefully predicting the future based on knowledge of the community, actual and potential customers, the organization itself, and the outside forces that affect the organization. Planning should not be something that a board does when there is nothing else to fill the agenda.”
Long-term planning, or strategic planning, is essential to assure the success of any organization. A good long-term plan ensures that the organization is on a clear course to support the reason for which it was established.
Who should be involved in the planning process ?
You, as a member of the board and all board members! It is the responsibility of the full board in collaboration with the executive director to write the long-term plan (two to five years) for the organization. Once the plan is written, it is the board’s responsibility to annually review the plan, make necessary modifications and approve the plan of work for the organization and board over the next year.
Board member terms may expire, staff members may change, funding and programs may be modified, but the direction for the group is clear when there is a well thought-through plan.
Additionally, a short-term plan – those important duties that need to happen in the next 12 months – should, with the assistance of the executive director and other staff, if available, simultaneously guide the organization towards success with the long-term plan.
How should groups begin to develop a plan ?
Start by writing (or reviewing) the mission statement of the organization. What is the purpose of the group, why does it exist, where is the targeted effort on a day-to-day basis?
A good mission statement will keep the board focused as decisions are made. Boards cannot take up every cause that makes the local headlines. Instead, focus where those causes are directly related to the organization’s mission. If the cause is not related to the mission, the board should not get directly involved; success with those issues will be nearly impossible – and board members will become very frustrated! Finally, develop results-oriented action based objectives that will help accomplish the organization’s mission. What groups of people will be served? What programs will be offered? What staff and facilities will be needed to offer the programs? How will programs, staff and facilities be financed? Who will be responsible to make sure each critical step happens? What timeline will be established to measure success?
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