Strategic planning, if it is true to the original concept, and if it is to have the power of the original idea, can have only one definition: it is the method by which a community continuously creates artifactual systems to serve extraordinary purpose. That definition is so important that it deserves some elaboration, word by word. The significance of each will be made clear in the discussions of the process and discipline, so here a brief note on each will suffice.
Method signifies that strategic planning is not an end within itself. It is to be judged only by the results it produces, therefore it cannot be so rigid that it must be served, instead of its serving the purpose.
Community is the place (metaphorically) in which one sees himself or herself reflected back. It is the reflection of a common core of values that transcends anything that would otherwise separate.
Continuously implies that strategic planning is not an event; it is, in fact, a way of life, the only way of life. It is not a project to be completed; it is not a series of plateaus and valleys. Rather, it is a process of continuous discovery.
Creates captures the power of strategy to actually bring about systems that are not just new in time, but especially new in kind. This word has no prefix (as in "re-creates"), indicating that strategic planning is not to be re-doing a system, but imagining and effecting something completely different.
Artifactual systems simply admits that any construct arising from planning is merely an expedient; none is a permanent fixture. And it is expected that their life will be limited to their usefulness.
Extraordinary purpose states the only reason for strategy. That reason is the commitment to unprecedented possibilities. It is a tribute both to the intuition and boldness. It compels the development of extraordinary capacities, and so it always calls forth the best in all persons involved in the pursuit.
In 1977, Dr. Cook established the Cambridge Group, a firm that works with public and corporate clients around the world in strategic system design and action. Well-known in education, this firm has facilitated over 1,150 strategic plans and trained over 6,000 facilitators of strategic planning. In 2007, The Cambridge Group joined with Group Affiliates to create Cambridge Strategic Services, a firm with expanded capacity and resources dedicated to creating concepts of learning and teaching worthy of students.
Bill is the author of several books and articles dealing with both business and the humanities. His book on Evelyn Waugh, Masks, Modes, and Morals contains what some critics have judged the definitive treatment of Brideshead Revisited. He has written a collection of essays titled The Eckleburg Perspective and scores of articles and monographs. He has had the honor of having two of his speeches on education published in the "Congressional Record." In education, his most well-known publications are Bill Cook's Strategic Planning for America's Schools. The Urgency of Change: The Metamorphosis of America's Schools, a video series on strategic planning, Strategics: The Art and Science of Holistic Strategy and The Evolving Corporation: A Humanistic Interpretation. His latest book is UnEncorporating Education: Teaching and Learning for a Free Society.
Thesis Writing
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