This article demonstrates how non-profit organizations can sustain impact through culture and iteration, highlighting adaptable decision-making methods.
Strategic planning is reframed as a continuous organizational practice rather than a one‑off exercise. The article outlines how non‑profit organizations can embed adaptability into culture, structures, and decision‑making to sustain long‑term impact. Moving beyond static, document‑driven plans, it proposes dynamic, iterative approaches grounded in learning cycles and stakeholder engagement, enabling mission‑aligned responsiveness to changing environments.
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Anna Kazanskaia (2025) studied this question.
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