ABSTRACT
After an opening case study on Tennis New Zealand, this chapter begins by explaining the key foundation stones of strategic direction for sport organizations. The concept of strategic direction is as relevant in commercial sport settings as it is for non-profit sports. We begin with discussing different terminology used in establishing a strategic direction (vision, mission, objectives, goals, strategy, policy, values, philosophy, policy, etc.) and explaining the notion of “hierarchy” involved in strategic direction setting. We also discuss how strategic thought has evolved from deliberate strategy evident in the idea of a strategic plan to a more emergent style of design that is more dynamic and responsive to ongoing feedback and evaluation. The chapter also explores the process of designing and creating strategic direction, the need for stakeholder engagement, and the role of leadership in creating strategic direction. The chapter concludes with the challenges and benefits of alignment in strategic direction and why sport organizations are compelled to undergo what are often resource-intensive and costly processes in order to establish and articulate their strategic direction.
