Abstract:
In response to government funding requirements, New Zealand sport has increasingly embraced formal planning since 1990. However, the management literature suggests that whilst formal planning is important, the real key to success lies in the formulation of strategy with reference to an agreed organisation strategic intent.
In general, there is a lacuna in New Zealand sport in terms of strategy formulation as a prerequisite to formal planning. This results in the sport organisations finding the whole process opaque and often confusing.
This study identifies a framework for a development process that addresses the formulation of strategic intent in the New Zealand sport context. This is developed and authenticated in a case study with Cycling New Zealand, the governing body for Cycling in New Zealand.
The method is underpinned by organisation development principles and techniques. It applies theory about strategic intent, crafting strategy and organisation development. A particular focus is placed on action research.
The findings show that this theory, and its tools and techniques, are directly applicable to Cycling New Zealand and New Zealand sport. The process led to a clear diagnosis of Cycling New Zealand's current position and the critical issues it must address if it is to succeed in the future. The role of the facilitator in this process, and the conditions most likely to ensure success, are discussed.
The framework developed is recommended as a development process that can move sport organisations' thinking beyond mere planning, thereby enhancing their performance.
