Nonprofit leaders face competition, rapid changes, increasing complexity in their operating environments, and diminishing financial support, all of which threaten achievement of their organizational missions. The purpose of this single case study was to explore strategies nonprofit leaders used to develop plans for performance improvement based on strategic intelligence. The research sample was composed of 3 leaders of a nonprofit organization located in the midwestern region of the United States who implemented nonprofit strategic initiatives to improve their organization\u27s performance. The conceptual framework used for this study was Maccoby and Scudder\u27s strategic intelligence conceptual system for leading change. Data were collected from semistructured interviews and a review of public and internal documentation and performance outcomes. Data were manually coded and thematically organized. The results of data analysis showed leadership and organizational philosophy, foresight effectiveness, systems thinking and knowledge centricity, and smart motivation as the key themes. Findings provide evidence that developing and implementing strategic intelligence-based plans can assist nonprofit leaders in improving organizational performance. The implications of this study for positive social change include providing strategies to nonprofit leaders for how to guide their organizations through rapidly changing environments, compete successfully, and sustain delivery of high-impact goods and services to the public and communities that they serve
