This article discusses how intergovernmental organizations (IGOs) can use different strategic planning approaches in devising strategic plans to improve organizational performance. Six strategic planning approaches from the business sector are highlighted in this study. Each of the strategic planning approaches specifically addresses a core aspect of the strategic planning process. Thus, this article posits that an IGO must choose the most appropriate strategic planning approach depending on its specific organizational design features: membership, control, scope, centralization, flexibility, and independence. We argue that an IGO's design features affect its decision-making, organizational performance orientation, and legitimacy, and these, in turn should determine whether it opts for member-driven, results-driven, or environment-driven strategies. This article also explores how IGOs can complementary combine distinct approaches to maximize the benefits from strategic planning by determining how one approach compensates the limitation of another in devising strategic plans. This article ultimately produces a framework to provide propositions for researchers, and a tool for IGO leaders to identify the optimum strategic planning approach to help improve organizational performance.