The revolutionary institutions of Iran, which were formed after the victory of the Islamic Revolution by the decree of Imam Khomeini (RA), achieved significant achievements in the social, development, security, and defense fields, relying on an innovative approach in organizational planning and with an approach distinct from common Western management models, despite resource limitations, environmental instability, and diversity of missions. Their planning mechanisms have been explained less in a process-based manner and based on the lived experience of the activists. The present study was conducted with a qualitative approach and data-based theorizing method. Data were collected through in-depth semi-structured interviews with fourteen activists with direct experience in revolutionary institutions (Jihad-e-Sazandegi, IRGC, Islamic Revolutionary Committee). Sampling was initially purposive and then theoretical, and continued until the theoretical saturation of the categories. Data analysis was conducted using open, selective, and theoretical coding, along with continuous comparison and theoretical note-taking. The main problem of the participants was the realization of urgent missions in conditions of lack of resources, information and ready-made solutions. The central theme of the research is “planning beyond constraints”, which is based on five interconnected components: (1) mission-oriented policing, which involves receiving and interpreting strategic direction and translating it into practical commitment; (2) synergistic capacity building, which involves identifying, combining and activating dispersed intra-organizational and supra-organizational resources; (3) evolutionary planning, which involves starting with minimal resources and gradually completing the plan through action feedback; (4) persuasion-oriented accompaniment, which involves creating a common understanding through dialogue, practical modeling by managers and council decision-making; and (5) opening up the field for the people, which involves delegating authority to volunteers and reducing administrative barriers. All of this process operates within a worldview that, while considering material realities, also considers spiritual calculations and divine promises to be involved in decision-making. Accordingly, “Planning Beyond Limits” is a mission-oriented, emergent, capacity-building, and people-based model that, rather than waiting for resources to be completed and a priori comprehensive design, cultivates the program in a continuous interaction between value orientation, existing capacities, and practical experience.