The document discusses several strategic planning models: - Vision based, issues based, scenario based, real time, organic, alignment, and interblended models. Each model is briefly described in 1-2 sentences. The real time strategic planning model establishes mission, vision, and values, then develops priorities, goals, objectives, strategies and action plans based on current business environment events. The interblended model serves as a combination of applicable models to capture all relevant factors and steer the organization towards optimal performance, as no single model can be effective in complex situations.

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 Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l 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; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, 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;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; 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 Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.

13. Thank You