This richly detailed case traces the formulation and implementation of strategic plans for the New York Botanical Garden (NYBG), and profiles the highly inclusive and original planning process NYBGs leadership used. During his tenure as CEO and president of the NYBG, Gregory Long led countless initiatives to revitalize the 250-acre National Historic Landmark, transforming it into a "museum of plants," as well as a cultural attraction, research institution, center for education, and community resource. Each of the milestones the NYBG achieved was made possible by a strategic planning approach like no other, and the planning process, which reflected themes of creativity, inclusiveness, and vision characterizing the concepts of strategic thinking, collaboration, and empowerment, included the participation of staff at every level.
Brought to life by stories and information directly from Long and other members of the NYBG team, this case explores the NYBG's history, Long's vision for how best to help the garden thrive, and the transformational planning processes and outcomes that helped the NYBG achieve operational excellence, state-of-the-art facilities, and strong financial performance.
