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The scheduling for the strategic research procedure depends greatly the necessitys and nature of the organization and the its immediate external environment. As an example, research might be carried out frequently in an organization whose goods and services are in an industry that is constant flux . In this example, research might be carried out once or even two times a year and done in a very comprehensive and detailed apparel (that is, with attention to mission, vision, values, environmental scan, issues, goals, strategies, objectives, responsibilities, time lines, budgets, etc). On the other hand, if the organization has been around for years and is in a fairly stable marketplace, then research might be carried out once a year and only certain parts of the research procedure, as an example, action research (objectives, responsibilities, time lines, budgets, etc) are updated each year. Consider the following guidelines:
1. Strategic research should definitely be done when an organization is just starting out. (The strategic plan is most commonly part of an overall business plan, along with a marketing plan, financial plan and operational/management plan.)
2. Strategic research should also be done in preparation for all new key ventures, as an example, managing a new department, division, key new product or line of products,etc.
3. Strategic research should also be conducted at least once a year for the purpose of be ready for the coming fiscal year (the financial management of an organization is most commonly based on a year-to-year, or fiscal year, basis). In this case,strategic research might be conducted in time to identify the organizational goals to be reachd at least over the coming fiscal year, resources needed to reach those goals, and funded needed to obtain the resources. These funds are included in budget research for the coming fiscal year,not all phases of strategic research need be fully finished each year.The full strategic research procedure might be conducted at least once every three years. As noted above, these activities might be conducted year after year if the organization is experiencing tremendous change.
4. Each year,action plans might be updated.
5. Take note that,during implementation of the plan, the progress of the implementation might be reviewed at least on a quarterly basis by the board. Again,the frequency of review depends greatly the extent of the rate of change in and around the organization.
Key differences in how organizations carry out the several stages and associated activities in the strategic research procedure are more of a matter of the size of the organization -- than its for-profit/nonprofit status.Small nonprofits and small for profits usually conduct somewhat similar research activities that are not the same thing as those conducted in huge organizations.On the other hand, huge nonprofits and huge for profits usually conduct somewhat similar research activities that are not the same thing as those conducted in small organizations.(The focus of the research activities is usually different between for profits and nonprofits. Nonprofits usually focus more on matters of board development,fundraising and volunteer management.For-profits usually focus more on activities to maximize profit.)
Simply put, strategic research identifies where the organization will be going over the next (generally) one to three years and how it's going to get there.The "strategic" part of this research procedure is the constant attention to current changes in the organization and its environment,and how this effects the forseeable future of the organization.Skills in strategic research are crucial to the long term success of your enterprise. This form of research includes:
a) Taking a wide look around at what's going on outside the organization and how it might effect the organization (an environmental scan)
b) Taking a good look at what's going on inside the organization, including its strengths, weaknesses, chances and threats (a SWOT analysis)
c) Establishing statements of values, vision and mission
d) Establishing goals to accomplish over the next three years or so, as a result from what's going on inside and outside the organization
e) Figuring out how those goals will be reached (strategies, objectives, responsibilities and timelines)