June 2013
Beginner
212 pages
4h 14m
English
book
Strategic Planning for Not-for-Profit Organizations
by Robert E Stevens, David L Loudon, R Migliore, Stanley G Williamson
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Chapter 4
Situation Analysis and Assumptions
You can never plan the future by the past.
Edmund Burke
English Statesman
A well-defined mission serves as a constant reminder of the need to look outside the organization not only for “customers” but also for measures of success.
Peter Drucker
Management Expert
We can no longer assume we know what our various constituencies need and want.
Sunshine Janda Overkamp
Senior Vice President, United Way of America
If you think what exists today is permanent and forever true, you inevitably get your head handed to you.
John Reed
Chairman, Citicorp
This chapter discusses the need to analyze the situation confronting the not-for-profit and to identify any assumptions on which the strategic plan will be based. ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.