A key step in the strategic planning process of any organization involves assessing the external operating environment. The following graphic from The Handbook of Market Intelligence (Wiley: 2011) illustrates the complexity of a for-profit organization's external environment which can include:
The Handbook of Market Intelligence: Understand, Compete, and Grow in Global markets, 2nd Ed. by The strategic planning process for public or non-profit organizations also includes an assessment of the external environment with a focus on macroenvironmental forces and trends, key resource controllers (clients, customers, funding sources, regulators), competitors and competitive forces, and collaborators and collaborative sources, as indicated in the following graphic from John M. Bryson's guide to strategic planning.
See also chapter 9, Strategic Planning and the Strategic Change Cycle (Pages 240-273), by John M. Bryson, in the Jossey-Bass Handbook of Nonprofit Leadership and Management.
The Jossey-Bass Handbook of Nonprofit Leadership and Management by
"Revised and expanded, the fourth edition of The Jossey-Bass Handbook of Nonprofit Leadership and Management is the go-to reference for accessing the most current research, theory and practice in the field. The text puts the focus on the unique challenges confronting all nonprofit leaders, especially accountability, and the increased pressure to demonstrate results following one of the most challenging economic periods in the sector's history" (publisher).
This important resource covers the primary functions, processes, and strategies that are key to becoming a successful nonprofit manager and leader. Chapter 9 focuses on Strategic Planning.