Last time, we discussed three more ways that strategy at a for-impact enterprise is different than at a for-profit. Today let’s wrap up with the final two that we’ve experienced: different data requirements and a longer time horizon.

6. The supporting analysis is qualitative and targeted

While data-driven decision making is equally important in any strategic planning process, the kind of MORE ››

As we’ve been discussing, strategy at a for-impact enterprise can be very different than at a for-profit. Last time, we discussed how growth is not always the goal and the organization’s purpose is rarely settled. Today let’s discuss three other areas of difference: process, audience, and decision rights.

3. Bottom-up engagement can be essential

In our experience, corporate strategic planning processes often start from the C-suite down, MORE ››

As we mentioned last time, we’ve noticed seven distinct ways that creating strategy for a social problem can be quite different from creating strategy for profit. We’ll start today by digging into the first two: how the goal and the starting-points can be the opposite of what you might expect.

1. Growth is not always the goal

Corporate strategic planning processes focus on analyzing how the organization can increase its growth and profitability in new and existing markets. MORE ››