Strategic planning is concerned with ensuring relevance in an organization's future. Strategy includes defining mission, objectives and values, exploring strengths and weaknesses, available resources and future environment, and identifying where the organization wants to be in one, five, and ten years. A comprehensive implementation plan informs and translates the strategy into the realities of the organizational structure, systems, policies, products, and operations.

		Strategic Planning at the New York Botanical Garden Cases

		Linking Strategic Vision and Managerial Action: A Framework and Techniques for Strategy Implementation

		How the Arts Can Prosper Through Strategic Collaboration

		L.A. art ONLINE: Learning from the Getty's Electronic Cataloguing Initiative

		Related Materials Under Other Topics

Strategic Planning at the New York Botanical Garden Cases

By Jeanne M. Liedtka

(A) Case: Social Science Research Network abstract and ordering information

(B) Case: Social Science Research Network abstract and ordering information

(Links take you to publisher's website.)

Linking Strategic Vision and Managerial Action: A Framework and Techniques for Strategy Implementation

By John C. Camillus

Full report
(Link takes you to publisher's website.)

How the Arts Can Prosper Through Strategic Collaboration

By Joanne Scheff and Philip Kotler

Harvard Business Online abstract and ordering information
(Link takes you to publisher's website.)

L.A. art ONLINE: Learning from the Getty's Electronic Cataloguing Initiative. A report from the Getty Foundation.

Written by Ann Schneider

Full report

Related Materials Under Other Topics

		Planning in a Cold Climate, by Adrian Ellis

		Metrics of Success in Art Museums, by Maxwell Anderson

		Managing the Creative – Engaging New Audiences convening background note and key findings

		The Cheswick Museum Case, by Richard P. Chait

		Historical Society of Pennsylvania Case, by Stephen A. Greyser and Stephanie Woerner