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The author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and strategic management. this paper aims to address this issue.

The author researches and lays out the necessary steps that need to be taken before strategic planning can become a recognized profession.

The steps leading to professional certification are: an accepted set of standards for strategic‐planning practitioners needs to be developed and a widely recognized practitioner‐credentialing program must be in place.

The paper reports on the progress toward a goal of credentialing made by the Association for Strategic Planning.

The Association for Strategic Planning now offers two levels of certifications: the Strategic Planning Professional and the more advanced Strategic Management Professional plus a designation, the Strategic Planning Apprentice. In addition, the Association for Strategic Planning has approved an initial set of Registered Educational Providers that offer courses, seminars, and programs in strategic planning and strategic management.

Chief executive officers, trainers and planners will be interested in this report on the state of professional credentialing and training in the field of strategic management and planning.

The purpose of this paper is to understand the extent to which organizations were prepared for the economic crisis, the nature of responses, and factors that might explain preparedness and modes of response.

The survey conducted in July 2009 and sponsored by the Association for Strategic Planning, sampled 190 US managers involved in strategic planning within organizations. The survey assessed the role strategic planning played during the recent financial crisis.

Key findings include: organizations that used strategic planning to make critical decisions were better able to pursue growth opportunities during the crisis; and organizations that relied on strategic planning during the crisis are more confident about their prospects for near‐term growth.

Repeating this protocol for a sample of executives who have not taken a particular interest in strategic planning as a discipline would create more confidence that the conclusions can be generalized.

The paper suggests to organizations that an embrace of strategic planning in the form of having a regular process, a senior leader in charge, and involving the entire leadership team makes a significant difference in optimism and future outlook.

The results suggest that an organization's trust and confidence in strategic planning as a decision‐making discipline is a stronger indicator of potential success than the adoption of any particular strategic planning technique or principle.

The purpose of this paper is to report on the Association for Strategic Planning Conference.

The paper provides a conference report for the 2012 Association for Strategic Planning Conference, held in Lincolnshire, Illinois, USA from May 30‐June 2, 2012.

The paper reveals presentations of practitioners and veteran consultants who share what is working in their practice of strategic management.

The paper provides reviews of papers presented at the 2012 Association for Strategic Planning Conference provided by practitioners and veteran consultants who share what is working in their practice of strategic management.

This large-scale survey, initiated in 2012 and concluded in 2013, marked the first time a broad cross-section of the nonprofit community was asked to describe the strategic planning and strategic management practices they employ and to rate them for their impact on overall organizational success.

Respondents were asked to self-rate their organization for overall success and the likelihood for continued success in the foreseeable future. Results from this data were then used as a filter to analyze practices across all responses by level of success (N = 507).

Fully 93 percent of the most successful organizations, regardless of size or budget, credited their strategic planning and strategic-management efforts as having “some” to “critical” impact on their organization’s overall success.

The evidence in this survey is so compelling that we believe the successful practices it identifies should be adopted by nonprofits of all sizes, demanded by boards, and supported by funders.

This research indicates that funders should consider not only supporting strategic plan development, but also supporting development of ongoing plan management/implementation practices and requiring plan assessment reports/updates as part of the grantee’s reporting

This report on the Fifth Annual Conference of the Association of Strategic Planning (ASP), “Strategy in action: lessons from practice,” was held in Long Beach, California. This report covers the two keynote speakers plus highlights from a selection of the presentations (for more information see the ASP website: www.strategyplus.org). Purpose – The article summarizes the highlights of the Association for Strategic Planning's 2006 Annual Conference held on February 28, 2006 in Long Beach, California, one of the premier strategic‐planning conferences in the US. Design/methodology/approach – This is reportage on the annual ASP conference. Findings – The remarks of the two keynote speakers are summarized: W. Chan Kim's on “blue ocean strategy” that makes the competition irrelevant, and Milind Lele's remarks on situational monopolies that also, for a time, gets rid of competition. Both authors' remarks were based on recently published best selling books. In addition, of 40 other presentations offered in concurrent sessions, the article highlights a select few, enough to give a flavor of the conference theme of “Strategy in action – lessons from practice”. Practical implications – The actual conference (and this report) was targeted both to practitioners and strategic consultants eager to learn about the latest methods and pitfalls in doing strategic planning. Originality/value – Both audiences will benefit from reading this article principally by learning about the experiences, experiments, and successes of other companies' and consultants' efforts in actually doing strategic planning.

The purpose of this article is to provide an interview with Dr Stanley C. Abraham.

The paper provides an interview with Stanley C. Abraham, author of Strategic Planning.

In the interview, Dr Abraham discusses his background in strategic planning and consultancy, and his role as co‐founder of the Association for Strategic Planning.

The interview highlights the benefits of Dr Abraham's “Strategic Analysis Model (That Works).”

To present the highlights of The Association for Strategic Planning's 2004 conference, “Strategy in a Turbulent World”.

S&L Contributing Editor Stan Abraham attended the conference and selected the most interesting presentations for his report.

Highlights include: Dwight Allen, “Globalization at risk,” David La Piana, “Nonprofit organizations,” Peter Bershatsky, “Managing innovation,” and Doug Randall, “Imagine the future.”

These are conference presentations with various research methodologies.

In his presentation, Dwight Allen suggests that great uncertainty exists as to how international or global trade might develop. Faced with such uncertainty, strategists should undertake scenario planning to develop flexible strategies that can be implemented in a variety of futures.

Library associations in India have been playing an important role in conveying useful messages and guidelines for library development, acting in this transitional era as meeting places for professionals, helping them exchange opinions and promoting free access to information while also facing a series of structural, political, cultural and financial challenges. Despite this scale of involvement, there has been relatively little analysis of the characteristics and services Indian library associations provide, how these can be enlarged and how associations should manage the entire professional community. This paper seeks to fill that gap.

An attempt is made to comprehend the present status of membership based library associations in India and the range of structural, political, cultural and financial challenges which they face through SWOT analysis together with a review of the literature, websites and ephemeral material such as minutes, annual reports, newsletters and memoranda.

That there is an immediate need for restructuring these associations in pursuit of a new working model which would involve functioning in close partnership with other groups; the associations need to be stronger financially and have more impact in pursuing and meeting the objectives and goals of the members of association. To this end, an Indian Institute of Library and Information Science should be established on the pattern of the Indian Institute of Technologies.

The focus of this paper is on the practical aspects of making professional associations function more successfully.

Recommendations are made for carefully planned public relations programs to be carried out by leveraging convergence technologies which could guarantee the long‐term success of library associations.