This study investigated the impact of strategic planning on organisational growth at Harris International Uganda, with specific focus on four key dimensions: strategy formulation, strategy implementation, monitoring, evaluation, and review (MER), and communication of strategic objectives. The study adopted a descriptive cross-sectional research design and employed a mixed-methods approach to provide a comprehensive understanding of how strategic planning practices influence organisational performance. The study population comprised 150 staff involved in strategic decision-making and management, including senior managers, departmental heads, strategic planning officers, and operational staff. Data were collected using structured questionnaires and semi-structured interviews and analysed using both quantitative and qualitative techniques. Findings revealed that strategy formulation significantly contributes to organisational growth by enhancing clarity of objectives, stakeholder involvement, resource prioritisation, and operational coordination. Strategy implementation was found to translate strategic plans into tangible outcomes, including increased revenue, profitability, and operational efficiency, with leadership engagement and interdepartmental coordination playing critical roles. Monitoring, evaluation, and review mechanisms were reported to strengthen accountability, facilitate early identification of performance gaps, and promote organisational learning, ensuring strategies remain relevant and adaptable in dynamic business environments. Effective communication of strategic objectives emerged as a key enabler of growth, fostering employee understanding, role clarity, commitment, and cross-departmental coordination. The study concludes that well-formulated, effectively implemented, monitored, and communicated strategic planning processes significantly enhance organisational growth and sustainability. It recommends that Harris International Uganda continues to institutionalize inclusive strategy formulation, strengthen implementation oversight, embed robust MER systems, and adopt multi-channel communication approaches to maintain alignment and responsiveness. The findings contribute to the understanding of strategic planning as a driver of organisational growth in emerging economies and provide actionable insights for managers seeking to optimize strategic management practices.