Description
Assignment: Individual Paper I: Strategic Change
Strategic change is a process that involves analyzing an organization’s vision, mission, goals, and strategic plans. Organizational leaders can perform this analysis using several methods, such as a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and an Appreciative Inquiry analysis. Although these two analysis methods have a different approach, they both involve examining an organization’s internal and external environments. By analyzing an organization’s strengths, weaknesses, opportunities, and challenges, leaders are more equipped to identify and address issues and help the organization in achieving its goals. In this Assignment, you select an organization in need of strategic change and then conduct a SWOT analysis and an Appreciative Inquiry analysis for the organization.
To complete:
Write a 6- to 8-page paper (not including title page and reference page) that addresses the following:
- Describe an existing non-profit or public organization of interest to you.
- Explain why the organization is in need of strategic change.
- Conduct a SWOT analysis for the organization. Explain the results of the analysis and how the results might influence the strategic planning process.
- Conduct an Appreciative Inquiry 4-D Cycle analysis for the organization. Explain the results of the analysis and how the results might influence the strategic planning process.
- Compare organizational outcomes when using SWOT to organizational outcomes when using Appreciative Inquiry.
Use proper APA formatting and include the following:
- A title page and running head
- An introduction that states the purpose of the paper
- Level 1 headings to define each part of the paper
- A conclusion to synthesize the entire paper
- A minimum of six scholarly sources to support your paper
- In-text citations as appropriate
- A reference list
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.
- Chapter 5, “Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges” (pp. 150–184)This chapter explains the importance of identifying organizational strengths and weaknesses through environmental assessments. It also examines this assessment process, including external and internal environmental assessments.
- Chapter 6, “Identifying Strategic Issues Facing the Organization” (pp. 185–218)This chapter provides examples of strategic issues organizations commonly face. It also offers ways to identify these issues within an organization.
- Resource B, “Using the Web in the Strategic Planning Process” (pp. 428–449)This resource examines Web-based tools that might benefit organizations. It also provides examples of their use in the strategic planning process.
Explanation & Answer
Attached.
Running head: CAMFED: STRATEGIC CHANGE
CAMFED: Strategic Change
Institution Affiliation
Date
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CAMFED: STRATEGIC CHANGE
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Introduction
Campaign for Female Education (Camfed) is an international non-profit organization
founded by ANN Cotton in the year 1993 (Camfed, 2017). The aim of the organization is to
eliminate poverty in Africa by educating and empowering girls and young women. Camfed’s
international offices are located in Cambridge, United Kingdom (Camfed, 2017). The
organization also has national offices in USA, Canada, Ghana, Zambia, Tanzania, Malawi, and
Zimbabwe (Camfed, 2017). The education and empowerment of girls and young women is a
key strategy in the eradication of poverty. It can help significantly reduce poverty in families,
hasten economic development, reduce maternal and child mortality, among other things
(Sperling, and Winthrop, 2015). Poverty in many African countries limit the chances of girls
getting an education. Camfed tries to ensure that these girls do not lose out. This paper discusses
Camfed’s need for strategic change and conducts a SWOT and Appreciative Inquiry analysis of
the organization.
Camfed’s Accomplishments
Since its establishment in 1993, Camfed has been able to accomplish a lot. The
organization has so far directly supported 1,876,214 girls in Malawi, Tanzania, Zambia, Ghana,
and Zimbabwe access primary and secondary school education (Camfed, 2017). More than 4
million children in Africa have also benefited from an improvement of their learning
environment that is as a result of Camfed’s initiatives (Camfed, 2017). Camfed has also been
able to gain funding from a number of generous donors around the world. These funds have been
used in sponsoring Camfed’s beneficiaries through primary and secondary schools and also fund
some of the organization’s programs. Young women who have graduated from Camfed have
CAMFED: STRATEGIC CHANGE
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formed an alumnae association called CAMA (Camfed, 2017). Members of the association have
been supporting Camfed by using their education to help other girls under Camfed, training
communities, and conducting monitoring and evaluation of Camfed’s programs (Camfed, 2017).
Need of Strategic Change
Despite Camfed’s huge success over the years, the organization faces some challenges
that require a strategic shift. One major challenge that faces the organization is how to make the
program sustainable (Camfed, 2014). Camfed relies on donations from generous donors around
the world. Although the organization has received huge support from notable politicians, actors,
musicians, and entrepreneurs, reliance on donations to fund programs is not sustainable. This is
because donations vary from year-to-year. There is a need to come up with a new model of
funding on top of donations that will help make the program more sustainabl...
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