COMPARATIVE ANALYSIS OF STRATEGIC PLANNING FRAMEWORKS
Abstract
The paper presents a systematic comparative examination of strategic planning frameworks employed in contemporary organizational management. It integrates conventional and novel methodologies to improve comprehension of their practical significance, advantages, and constraints. The increasing intricacy of business settings drives the research, necessitating firms to implement more flexible, inventive, and sustainable tactics. The research uses qualitative analysis to investigate frameworks, including traditional models such as SWOT, PEST, and Porter’s Five Forces, as well as modern tools like the Business Model Canvas, Value Proposition Canvas, Design Thinking, and a model for the Circular Economy. The findings indicate that whereas conventional frameworks provide robust analytical bases, they frequently fail to adapt to swift changes and sustainability demands. Contemporary frameworks offer strategic adaptability but may present difficulties in execution. This comparison aids practitioners and scholars in selecting effective planning tools tailored to contemporary business requirements.
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