Strategic Planning as a Continuous Practice: Sustaining Impact Through Culture, Structure, and Iteration

Journal: NEYA Global Journal of Non-Profit Studies

Publisher: NEYA Global Publishing
Author: Dr. Anna Neya Kazanskaia
ORCID: https://orcid.org/0009-0009-5669-1676
Publication date: 10 August 2025

Article DOI: https://doi.org/10.64357/nea-gjnps-spcontinuous2025
Journal DOI: https://doi.org/10.64357/neya-gjnps

Open Publication PDF →

This material forms part of the NEYA Global knowledge architecture. Institutional, organizational, professional, training, consulting, curriculum, program design, or implementation use requires an active license from NEYA Global

Explore Architecture →
Module Overview →
Request Institutional Access →

Abstract

This article reframes strategic planning as a continuous practice rather than a one-off exercise. It explores how non-profit organizations can integrate adaptability into their culture, structures, and decision-making processes to maintain and enhance their impact over time. Moving away from static planning documents, the discussion focuses on dynamic, iterative strategies grounded in learning and stakeholder engagement, enabling organizations to respond effectively to changing environments while staying mission-aligned.

Keywords: continuous strategic planning; non-profit adaptability; organizational culture; governance iteration; impact sustainability 

How to cite

APA:
Kazanskaia, A. N. (2025). Strategic planning as a continuous practice: Sustaining impact through culture, structure, and iteration. NEYA Global Journal of Non-Profit Studies. https://doi.org/10.64357/nea-gjnps-spcontinuous2025

MLA:
Kazanskaia, Anna Neya. “Strategic Planning as a Continuous Practice: Sustaining Impact Through Culture, Structure, and Iteration.” NEYA Global Journal of Non-Profit Studies, 2025, https://doi.org/10.64357/nea-gjnps-spcontinuous2025.

Chicago (Author–Date):
Kazanskaia, Anna Neya. 2025. “Strategic Planning as a Continuous Practice: Sustaining Impact Through Culture, Structure, and Iteration.” NEYA Global Journal of Non-Profit Studies. https://doi.org/10.64357/nea-gjnps-spcontinuous2025.

Harvard:
Kazanskaia, A.N. (2025) ‘Strategic planning as a continuous practice: Sustaining impact through culture, structure, and iteration’, NEYA Global Journal of Non-Profit Studies. doi: 10.64357/nea-gjnps-spcontinuous2025 

IEEE:
A. N. Kazanskaia, “Strategic Planning as a Continuous Practice: Sustaining Impact Through Culture, Structure, and Iteration,” NEYA Global Journal of Non-Profit Studies, 2025, doi: 10.64357/nea-gjnps-spcontinuous2025 

License: CC BY-NC-ND 4.0 — Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

References 

Bradach, J. (2010). Transformative Scale: The Future of Growing What Works. The Bridgespan Group.

Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations (5th ed.). Jossey-Bass.

Drucker, P. F. (2006). The Effective Executive. HarperBusiness.

Kazanskaia, A. N. (2025). Strategic Planning for Social Impact. NEYA Global Publishing. https://doi.org/10.64357/strategic-planning-2025

Kazanskaia, A. N. (2025). Teaching Paper: Tips for Sustaining Strategic Success. NEYA Global Journal of Non-Profit Studies. https://doi.org/10.64357/neya-gjnps-sss2025

Kazanskaia, A. N. (2025). Teaching Paper: Strategic Planning Process Checklist. NEYA Global Journal of Non-Profit Studies. https://doi.org/10.64357/neya-gjnps-tp-sppc2025

Kazanskaia, A. N. (2025). Organizational Legitimacy: Earning & Sustaining Public Trust. NEYA Global Publishing. https://doi.org/10.64357/legitimacy-2025

Kazanskaia, A. N. (2025). Transformational Leadership: Strategies for Dynamic Leaders. NEYA Global Publishing. https://doi.org/10.64357/transformational-leadership-2025

Kazanskaia, A. N. (2025). Monitoring & Evaluation in International Development. NEYA Global Publishing. https://doi.org/10.64357/monitoring-evaluation-international-development-2025

Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93.

Call to Action

If you found this research valuable, please:

• Share this article with your professional network.
• Cite it in your own research to support further academic exchange.
• Explore other open-access works in the NEYA Global Journal of Non-Profit Studies at: https://neyaglobal.com/all-news/journal-nonprofit
• Collaborate with NEYA Global Publishing to advance research and practice in the non-profit sector.

For inquiries, permissions, or partnership opportunities, contact:
dr.anna@neyaglobal.com