In the insightful book ‘From Strategy to Change,’ authors Daniel James Rowley and Herbert Sherman delve into the intricate world of strategic planning within higher education. This work is the concluding piece in a series that meticulously outlines a unique vision for navigating the complexities of implementing a strategic plan after its formulation. With the challenges faced by modern educational institutions, this book is a must-have for administrators and decision-makers alike.

The authors argue that while athletic departments in colleges and universities meticulously strategize for their competitive events, the same level of attention is often lacking among institutional administrators when it comes to crafting and executing a strategic plan. This oversight can lead to missed opportunities and ineffective responses to the rapidly changing educational landscape.

Rowley and Sherman emphasize the necessity of having robust tools and frameworks to develop and activate an educational institution’s ‘playbook.’ In today’s world, where information is globally accessible in real-time, it is crucial for academic leaders to possess a clear roadmap. Such a guide can help institutions navigate around obstacles, avoid common pitfalls, and determine the best strategies for success.

The book articulates the fundamental components of a strategic plan, detailing how educators and administrators can align their objectives with the institution’s mission. It discusses various methodologies for implementing these strategies, ensuring that they are adaptable to the unique challenges of each academic environment.

Furthermore, the authors provide practical examples and case studies that illustrate effective strategic implementation. They share insights into common mistakes and misconceptions that can derail the planning process, offering solutions grounded in real-world experience.

This book is not only a valuable resource for current administrators but also for those aspiring to take on leadership roles within educational settings. It acts as a guide to enhance planning processes, making them more efficient and fulfilling.

Barry R. Armandi, a Distinguished Teaching Professor at SUNY – Old Westbury, praises this work, noting that it could have significantly eased the challenges he faced during his tenure in various leadership positions. His endorsement highlights the book’s potential impact on improving strategic planning practices in higher education.

In conclusion, ‘From Strategy to Change’ is an essential addition to any academic leader’s library. It empowers educators to not only strategize effectively but also to implement those strategies in a way that fosters success and resilience in the face of contemporary challenges.