Evaluating Strategy
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Evaluating Strategy
Strategy has emerged as a watchword of modern change efforts. Calls to be strategic are sounded in the private sector, government, philanthropy, and the not-for-profit sectors. Management experts stress the importance of strategic thinking. Change agents are urged to act strategically. Strategic planning has long been a mainstay of organizational development. Leaders in all sectors talk not about theories of change or logic models, but about being strategic: Strategic thinking. Strategic planning. Strategic results. Being strategic. Strategy execution. Effective strategies. Adapting strategically. And, now, evaluating strategy. But strategy is a new unit of analysis for evaluation. Traditionally, evaluation has focused on projects, programs, products, policies, and personnel. What does it mean to treat strategy as the evaluation focus, as the thing evaluated? What is strategy? How does one evaluate strategy? What are the implications of this new direction for evaluation theory, methods, practice, and, ultimately, use? This issue examines these questions and provides examples of strategy-focused evaluations. Evaluating strategy is not about evaluating strategic planning, or even strategic plans. It's about evaluating strategy itself. Strategy is the evaluand. That poses new challenges and offers new opportunities to meet the information needs of evaluation users. For evaluation to be relevant to decision makers and leaders, the focus of the evaluation must be on what they are concerned about and what they care about. Increasingly, they care about identifying and implementing effective strategies. That's where evaluation enters the picture. Evaluating strategy has the purpose of making strategy more effective, differentiating effective from ineffective strategies, and contributing to the ongoing development and adaptation of strategy in response to changing conditions and real-world complexities. Evaluating strategy is a new direction for evaluation, one that is likely to take on increasing importance--if evaluators learn to do it well. This issue takes up that challenge. This is the 128th volume of the Jossey-Bass quarterly report series New Directions for Evaluation, an official publication of the American Evaluation Association.
Strategic Leadership in the Public Sector
In good times and bad, in the different situations of renewal, crisis, and chronic resource constraints, the strategic leadership of public services is crucial. Good leaders are essential in helping the public sector to adapt and solve ‘wicked’ problems, and they are also integral to the reform and modernization of public governance. This new edition of Strategic Leadership in the Public Sector continues to provide insights into useful approaches and techniques for strategic leaders, looking at: what is expected of leaders competency frameworks leadership theories techniques and processes of strategic leadership leading strategic change the strategic state emerging leadership challenges. Replete with real-world case studies and examples, and including new material from the USA, Canada, Australia, Europe and India, plus an appendix with practical worksheets, the book gives students a truly international outlook on the subject and offers a clear understanding of the significance of leadership, strategic management and public services reform. This textbook represents essential reading for postgraduate students on public management degrees and aspiring or current public managers.
Crafting Engineering Strategy
Author: Will Larson
language: en
Publisher: "O'Reilly Media, Inc."
Release Date: 2025-10-14
Many engineers assume their organization doesn't have an engineering strategy—when in fact, they often do. It just may not be working. In Crafting Engineering Strategy, Will Larson (author of An Elegant Puzzle, Staff Engineer, and The Engineering Executive's Primer) offers a practical, example-rich guide to navigating technical and organizational complexity through structured, intentional strategy. Written for senior engineers, engineering leaders, architects, and curious collaborators, this book lays out a repeatable process for building effective, actionable strategies—from early diagnosis to rollout. With lessons drawn from real-world case studies at companies like Stripe, Uber, and Calm, Larson provides a framework for shaping critical decisions around system migrations, API deprecations, platform investments, and more. Along the way, you'll learn to augment technical planning with communication, governance, and systems thinking. Whether you're shaping your team's direction or leading a company-wide initiative, Crafting Engineering Strategy will help you make thoughtful decisions that stick. Build durable engineering strategies from first principles Apply methods like Wardley mapping and systems modeling Lead strategy as a staff+ engineer or executive Learn from detailed case studies across industries Improve your strategic fluency and influence over time
