A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.

1. Leadership Development Strategy
& Strategic Planning
The Chicken and Egg Puzzle
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. Exploratory Supposition
• Can effective strategic planning yield
appropriate leadership development strategy?
• How can leadership development strategy
positively impact business results?

3. Conventional Codependency of Strategic Planning and
Leadership Development Strategy by Elijah Ezendu
Propensity for Assurance

4. “Even the best strategy can fail if a corporation
doesn’t have a cadre of leaders with the right
capabilities at the right levels of the
organization.”
- Tsun-yan Hsieh and Sara Yik, Leadership as the Starting Point

5. “A good leader can make a success of a weak
business plan, but a poor leader can ruin even
the best plan.”
- Oracle White Paper, Seven Steps for Effective Leadership Development

6. Mutual Impingement of Strategic Planning
and Leadership Development Strategy
Strategic Planning
Leadership Development
Strategy
Mutual
Impingement

7. Implementation Imperative for Achieving
Envisioned State by Elijah Ezendu
Envisioned
State
Strategic Planning
Strategic
Plan
Leadership
Development
Strategy
Leaders
Coordinated Alignment of Limbs

8. Generative Approach to Strategic Planning
Currently, this is the most advanced approach to
strategic planning. It involves drafting of
workable strategic plan and evolving it through
Pilot Modelling, All-Inclusive Reflective Tests,
Due Diligence, Review-Improve-Align,
Systematic Evaluation and Continuous Coursing.

9. Capturing Generative Approach to
Strategic Planning by Elijah Ezendu
Continuous Coursing

10. “There is a strong emphasis in this approach, as the name
implies, on generativity—producing something, learning by
doing, trying it out, ‘letting it all hang out’. Risk-taking and pilot-
testing reside at the heart of this approach… It makes sense in a
highly turbulent environment, for one must act quickly and learn
quickly to keep up with the shifting conditions. It is not enough
to create a learning organization, one must create a ‘fast-
learning’ organization—which is even more challenging in terms
of cognitive flexibility and willingness to learn from mistakes (as
well as successes).”
- Dr William Bergquist, Generative Planning

11. Traditional Versus Generative Planning Model
Action Traditional Generative
Primary Purpose Coordination and Control Strategic Change
Planning Creation of Plan Development of Strategic
Thinking
Level of Involvement Limited Primarily to Senior and
Division Managers
Broadly Inclusive of Diverse
Members at all Levels
Nature of Involvement Through Written
Communication, Directed
Upward Advocacy Mode
Dialogue-Based Advocacy and
Inquiry Mode Hypothesis Driven
Timing Periodic, Calendar Driven Episodic, Issue Driven
Competencies Required Analytic Alternative Generation and
Evaluation, Conflict Resolution
Leadership Role Strategic Thinker, Decision-
Generator
Process-Enabler, Synthesizer
Contextual Elements Clarity in Providing Objectives
and Planning Guidelines
Clarity of Purpose,
Organizational Sense of
Urgency, Psychological Safety
Source: Jeanne Liedtka, Strategic Planning as a Contributor to Strategic Change: A generative Model

12. Systematic Flow from Strategic Planning to
Leadership Development Strategy by Elijah Ezendu
Strategic Planning
Strategic Plan
Strategic Manning Template
Enabling Culture Strategic Business Capability Model Business Process Model
Leadership Development Strategy

13. Enabling Culture
This is usually a resolution derived from
Strategic Plan by ascertaining culture-fit through
operability, fluidity and effectuality.

14. Interactivity of Culture and Strategy
Source: Elijah Ezendu, Cultural Analysis

15. Corporate Culture
“Corporate culture is a system of shared values,
assumptions, beliefs, and norms that unite the
members of an organization.”
- Kathryn Bartol, Management

16. Strategic Business Capability
Model
This refers to a well-articulated assessment of
capacity, material and expertise required for
achievement of stated strategic plan; showing
clear-cut requirements at various development
milestones.

17. Business Process Model
This shows all the processes required for driving
the strategic plan in an organization. It actually
represents how contributory actions shall be put
together in order to produce value and thereby
attain goals.

18. Strategic Manning Template
This shows various organizational
growth/operational levels and the resulting staff
requirements at each level. It throws light on
required ‘staff mix’ in terms of type,
competencies, quantity, distribution and
evolutionary connectivity. It functions as
standardized projected staff schedule. This is
the backbone of Staffing Excellence.

19. Key Tools for Development of
Strategic Manning Template
• Workload Analysis
• Workforce Modelling
• Benchmarking
• Variability Analysis
• Profitability Analysis
• Business Capability Analysis
• Strategic Concatenation Analysis

20. From Strategic Manning Template to
Business Results
Strategic Manning Template facilitates
identification of required leaders for
achievement of business goals. This in turn
enables ascertainment and clarification of
ensuing gap in the leadership pipeline and the
best leadership development strategy for filling-
fit, so as to ensure favourable business results in
line with strategic intent.

21. 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.

22. Thank You