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Strategic Planning Models


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Types of Strategic Planning Models and Applicabilities

Types of Strategic Planning Models and Applicabilities

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  • 1. Strategic Planning Models Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  • 2. Strategic Planning Models • Vision Based Strategic Planning Model • Issues Based Strategic Planning Model • Scenario Based Strategic Planning Model • Real Time Strategic Planning Model • Organic Strategic Planning Model • Alignment Strategic Planning Model • Interblended Strategic Planning Model
  • 3. Vision Based Strategic Planning Model • Establishment of Mission • Establishment of Vision • Establish goals in line with vision and mission • Crafting of Strategies • Development of action plans for each strategy • Development of profile showing mission, vision, goals, strategies and action plans as The Road Map • Monitor and Evaluate Implementation
  • 4. Variants of Vision Based Strategic Planning Model • Six Rings Strategic Planning Model • Outcome Based Strategic Planning Model • Goal Based Strategic Planning Model • Purpose Driven Strategic Planning Model
  • 5. Issues Based Strategic Planning Model • Identification of major issues confronting an organisation • Explore each issue via brainstorming and manifold thinking techniques in order to develop appropriate solution • Development of profile showing issues and matching solution as The Road Map • Monitor Implementation and Review The Road Map
  • 6. Scenario Based Strategic Planning Model • Identify some factors in the business environment that may change • Develop archetypes of scenarios that may occur due to effects of those changes • Craft appropriate strategies and action plans for countering each of those changes as depicted by archetypes • Development of profile showing each archetype of scenario and corresponding strategies as well as action plans such that this shall be The Road Map • Identify the most likely scenarios within a stated period and implement corresponding strategies and action plan as depicted in The Road Map
  • 7. Real Time Strategic Planning Model • Establishment of mission, vision and shared values • Development of priorities of goals, objectives, strategies and action plans based on current events in the business environment • Implementation of established priorities.
  • 8. Organic Strategic Planning Model • Expound and validate the shared values • Expound vision of the organisation • Continuously engage members of the organisation in constructive review of action-plan requirements for attainment of vision • Identify new findings • Put emphasis on learning and understanding the new findings instead of being too methodical • Implement the identified action plan and continuously review
  • 9. Alignment Strategic Planning Model • Identify mission, vision, shared values, strategies, resources, programmes and requisite support • Assess the suitability of each component and ascertain requirements for modification • Identify best-fit modification in each case • Add each modification to the strategic plan
  • 10. Interblended Strategic Planning Model This serves as worthwhile combination of various applicable strategic planning models for capturing every facet of relevant factors so as to steer organisational activity stream towards utmost performance. Its usefulness is due to the fact that none of the earlier strategic planning models can be singly effective in complex situations. That’s why it has been recognised as the hallmark of episodic effectiveness. It’s also known as Multicriteria Based Strategic Planning.
  • 11. Exploratory Engagement In a very turbulent business environment characterised by fiscal uncertainty, market mutability and political instability, what should be the best approach for development of strategic plan?
  • 12. Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.
  • 13. Thank You