Opposition is an inevitable part of the change and one that can significantly impact your business. However, if you know how to take stock of the opposition inside and outside of your effort or group, you are more likely to plan and act effectively.
That’s where SWOT analysis comes in. SWOT can help you handle both ordinary and unusual situations in your business development initiative by giving you a tool to explore both internal and external factors that may
influence your work.
The name says it: Strength, Weakness, Opportunity, Threat.
A SWOT analysis guides you to identify the positives and negatives inside your organisation (S-W) and outside of it, in the external environment (OT). Developing a full awareness of your situation can help with both strategic planning and decision-making.
SWOT is not the only assessment technique you can use but is one with a long track record of effectiveness. The strengths of this method are its simplicity and application to a variety of levels of operation.
A SWOT analysis can offer helpful perspectives at any stage of an effort. You might use it to:
SWOT also offers a simple way of communicating about your initiative or program and an excellent way to organize the information you’ve gathered from studies or surveys.
A SWOT analysis focuses on the four elements of the acronym, but the graphic format you use varies depending on the depth and complexity of your effort.
Remember that the purpose of performing a SWOT is to reveal positive forces that work together and potential problems that need to be addressed or at least recognized. Before you conduct a SWOT session,
decide what format or layout you will use to communicate these issues most clearly for you.
We will discuss the process of creating the analysis below, but first here are a few sample layouts-ideas of what your SWOT analysis can look like.
You can list internal and external opposites side by side. Ask participants to answer these simple questions: what are the strengths and weaknesses of your group, community, or effort, and what are the opportunities and threats facing it?
Don’t be surprised if your strengths and weaknesses don’t precisely match up to your opportunities and threats. You might need to refine, or you might need to simply look at the facts longer, or from a different angle.
Your chart, list or table will certainly reveal patterns. Listing Your Internal Factors: Strengths and Weaknesses (S, W) Internal factors include your resources and experiences. General areas to consider are:
Don’t be too modest when listing your strengths. If you’re having difficulty naming them, start by simply listing your characteristics (e.g., we’re small, we’re connected to the neighbourhood). Some of these will probably be strengths.
Although the strengths and weakness of your organization are your internal qualities, don’t overlook the perspective of people outside your group. Identify strengths and weaknesses from both your own point of
view and that of others-those you serve or deal with.
Do others see problems–or assets–that you don’t?
How do you get information about how outsiders perceive your strengths and weaknesses? You may know already if you’ve listened to those you serve. If not, this might be the time to gather that type of information.
Cast a wide net for the external part of the assessment. No organisation is immune to outside events and forces. Consider your connectedness, for better and worse, as you compile this part of your SWOT list. Forces and facts that your group does not control include:
The most common users of a SWOT analysis are team members and project managers who are responsible for decision-making and strategic planning.
An individual or small group can develop a SWOT analysis, but it will be more effective if you take advantage of many stakeholders. Each person or group offers a different perspective on the strengths and weaknesses of your program and has different experiences of both.
Likewise, one staff member or volunteer or stakeholder may have information about an opportunity or threat that is essential to understanding your position and determining your future.
A SWOT analysis is often created during a retreat or planning session that allows several hours for both brainstorming and more structured analysis. The best results come when participants are encouraged to have an open attitude about possibilities. While you might “SWOT” in conjunction with an informational or business session, the tone when creating a SWOT analysis is usually collaborative and inclusive.
When creating the analysis, all people involved are asked to pool their individual and shared knowledge and experiences. The more relaxed, friendly and constructive the setting and environment, the more truthful,
comprehensive, insightful and useful your analysis will be.
Here’s one way to proceed in a gathering to produce your analysis. (For more ideas on meeting strategies,
Designate a leader or group facilitator who has good listening and group process skills, and who can keep things moving and on track.
a) Give the groups 20-30 minutes to brainstorm and fill out their own strengths, weakness, opportunities and threats chart for your program, initiative or effort. Encourage them not to rule out any ideas at this stage, or the next.
b) You can provide these tips for listing:
As you list, keep in mind that the way to have a good idea is to have lots of ideas. Refinement can come later. In this way, the SWOT analysis also supports valuable discussion within your group or organisation as you honestly assess.
In the beginning, though, it helps to generate lots of comments about your organisation and your program, and even to put them in multiple categories if that provokes thought.
Decide beforehand how you will gather the input. There are at least two ways to do so:
a) Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc.
b) Or you can begin by calling for the top priorities in each category -the strongest strength, most dangerous weakness, biggest opportunity, worst threat–and continue to work across each category.
There are also at least two ways to take information from the groups.
a) Ask one group at a time to report (“Group A, what do you see as strengths?”) You can vary which group begins the report so ascertain group isn’t always left “bringing up the end” and repeating points made by others. (“Group B, let’s start with you for weaknesses.”)
b) Or, you can open the floor to all groups (“What strengths have you noted?”) for each category until all have contributed what they think is needed.
Whichever way you proceed, the facilitator or recorder should keep writing until the input from all groups is recorded. Note repeated items across groups for “weighting” of important possibilities.
You might want to discuss some of the items as they come up. In fact, cross-connections between categories-“This strength plays into that opportunity”-is what you’re pursuing, so a good facilitator will tease out those insights as they arise.
At the same time, you want to keep the process moving until all the chart is complete, so facilitator and recorder should work together to begin a fifth column or new page-one for working ideas.
Encourage the participants to also make notes of ideas and insights as you build so the drawing together process will continue to be creative and collaborative.
a) Come to some consensus about the most important items in each category
b) Relate the analysis to your vision, mission, and goals
c) Translate the analysis to action plans and strategies.
In some ways, a SWOT analysis pushes you to think “inside the box” by asking you to categorise your effort in such simple opposing terms. But the purpose of this information gathering is definitely to help you move outside the box of any constraints or limitations that may have hindered
you before.
Knowledge is indeed power and knowing the positives and negatives of your business put you in a more powerful position for action.
While a SWOT analysis is not in itself action, it can be a “support team” to help you:
The “Example” included with this section illustrates how SWOT can help discover areas for action.
And as you consider your analysis, remember the half-full glass. Be open to the possibilities that exist within a weakness or threat. Likewise, recognise that an opportunity can become a threat if everyone else sees the opportunity and plans to take advantage of it as well, thereby increasing your competition.
Finally, during your assessment and planning, you might keep an image in mind to help you make the most of a SWOT analysis: Look for a “stretch,” not just a “fit.”
SWOT usually reflects your current position or situation. Therefore one drawback is that it might not encourage openness to new possibilities. You can use SWOT to justify a course that has already been decided
upon, but if your goal is to grow or improve, you will want to use it differently.
A realistic recognition of the weaknesses and threats that exist for your effort is the first step to countering them with a robust and creative set of strengths and opportunities. A SWOT analysis identifies your strengths, weaknesses, opportunities and threats to assist you in making strategic plans and decisions.
Whatever courses of action you decide on, the four-cornered SWOT analysis prompts you to move in a balanced way throughout your program. It reminds you to:
A SWOT analysis will be most helpful if you use it to support the Global Positioning Statement you have already defined. The SWOT will at least provide perspective, and at best will reveal connections and areas for action.