Page 7 - 2018 Strategic Planning Trends

EVALUATING IDENTITY

As local Goodwill organizations saw the needs of their communities evolve, several teams have assessed their
organizational identities, with discussions around mission and brand purpose. While the populations Goodwill
serves still need services, other emerging populations have needs that Goodwill organizations can meet. In 2018,
several local Goodwill organizations closely examined their role in serving their evolving communities. Teams
explored questions like, “What do we want to be known for?” and “What do we want to be known as?” Answers to
these questions set the foundation for strategic plans, unifying teams around both a shared identity and a
common vision. This trend aligns closely with Prioritizing Mission and Making Community Impact regarding how a
Goodwill chooses to engage in their community.

COMMUNICATING THE MISSION INTERNALLY AND EXTERNALLY

Strategic planning discussions around understanding and communicating the mission often began with a
Goodwill’s own employees. A frequent planning objective for many teams was to equip all employees to better
understand the mission so they could help tell the Goodwill story to the community as well as to mitigate false
narratives circulating on social media. Goodwill leaders looked to become better story tellers by targeting their
mission messages to specific audiences and connecting the story to the Goodwill social enterprise model. Some
local leaders planned to use data outside of ‘total number of people served’ to show the mission’s direct impact on
individuals and families. Mission communication strategies included demonstrating how the mission was evident
in all aspects of the Goodwill social enterprise and that work, both in Goodwill or the community, was a key
component of the mission.

BOLSTER EXECUTION

MAINTAINING FLEXIBILITY

In developing strategic plans, local Goodwill organizations were acutely aware of the rapid pace at which retail
and workforce development are changing. Discussions focused on shifting consumer preferences and purchasing
behaviors, increasing wages, and implementing other strategies necessary to meet the challenges and continued
evolutions of both community needs and consumer expectations. For these reasons, Goodwill organizations set
long-term visions, ranging from three to 10 years, coupled with one-year execution plans, shifting execution
strategies and tactics as needed year to year, while remaining true to target results. Some Goodwill teams also
utilized a long-term rolling strategic plan that is reviewed and updated annually. Goodwill leaders sought to
simplify their strategic plans and corresponding dashboards to strengthen accountability and align team efforts.

COLLABORATING CROSS-FUNCTIONALLY

With a commitment to better meet stakeholder needs and work holistically within their communities, local Goodwill
organizations increased engagement in cross-functional organizational initiatives. They chose strategies that lead
with both language and action to bridge departments’ work and elevate collaboration. Many used a Balanced
Scorecard to shift the strategic plan’s focus from departmental pillars to cross-functional themes such as
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financial stability and social impact. They identified organization-wide initiatives and collaborative, cross-
departmental teams to carry out this work. This strategy also prioritized strengthening relationships and elevating
culture.

7 2018 GOODWILL NETWORK STRATEGIC PLAN TRENDS
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