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PROPER FACILITATION OF
SWOT-TOWS BRAINSTORMING
USING
WHEN USED RIGHT, SWOT IS A
POWERFUL BRAINSTORMING
TOOL FOR EXPLORING STRATEGY
UNFORTUNATELY, MANY
ENTREPRENEURS DON’T KNOW
HOW TO USE IT PROPERLY
AND IN MY EXPERIENCE, SWOT
HAS LOST ITS PRACTICAL VALUE
OVER THE YEARS
ME THINKS IT IS TIME FOR A
REFRESHER COURSE
A SWOT STARTS BY LOOKING
INWARDS
IT ASKS WHAT STRENGTHS &
WEAKNESSES DO YOU BRING TO
THE TABLE
BUT IT ALSO CONSIDERS THE
EXTERNAL CONTEXT
IT ASKS WHAT OPPORTUNITIES &
THREATS ARE IMPACTING YOU
FROM THE OUTSIDE
MISTAKE #1
CONFUSING INTERNAL
CAPABILITIES VERSUS EXTERNAL
DRIVERS
LET’S LOOK AT AN EXAMPLE…
INTERNALEXTERNAL
STRENGTH WEAKNESS
OPPORTUNITIES THREATS
HERE IS A BLANK SWOT TABLE
DRAW ONE OF THESE ON SOME
LARGE FLIP CHART PAPER AND
TAPE IT TO THE WALL (OR JUST
DRAW ON THE WALLS)
HAVE ALL THE MEMBERS OF THE
TEAM INDEPENDENTLY (WITHOUT
TALKING) WRITE SINGLE IDEAS
USING POST-IT NOTES & STICK
THEM IN THE RELEVANT CELL
HAVE EVERYONE READ AS A
GROUP, CLARIFYING AS
REQUIRED, AND MERGING
DUPLICATES
WARNING: IN THIS PROCESS, YOU’LL FIND
SOME EXAMPLES OF THREATS &
OPPORTUNITIES THAT ARE ACTUALLY
INTERNAL RATHER THAN EXTERNAL, SO
YOU’LL NEED TO REPHRASE THEM OR
MOVE THOSE IDEAS TO
STRENGTH/WEAKNESS
WARNING: MAKE SURE THAT EVERYONE
HAS A CHANCE TO SPEAK UP AND THAT
EVERYONE FULLY UNDERSTANDS EACH
IDEA
YOU’LL END UP WITH SOMETHING
LIKE THIS
INTERNALEXTERNAL STRENGTH WEAKNESS
OPPORTUNITIES THREATS
Unique
domain skills
in our market
Strong existing
client
relationships
Ahead of the
competitors by
6-9 months
Mature R&D
program
Sufficiently
sized financial
war chest
High key-man
risk
Product-
Market fit in
new segments
Internal
politics &
bureaucracy
Still lack
strategic
alliances
Strong, new
entrants
Potential
regulatory
changes Weak macro-
economics
Traditional
competitors
moving down
into our segment
Labour shortage
in local market
Emerging HNW
Insurance
segment
Growth in Asia
Maturity of
Mobile / Social /
IoT
High levels of
cash holdings in
target segment
HOWEVER, THOUGH
INTERESTING, THERE WILL BE NO
THOUGHTFUL PRIORITIZATION AT
THIS STAGE
MISTAKE #2
NOT PRIORITIZING IDEAS
AS A GROUP YOU NEED TO
PRIORITIZE (FORCE-RANK) THE
ITEMS IN EACH CELL
TO DO THIS, USE THE WISDOM-
OF-CROWDS
START BY GIVING EVERYONE 10
VIRTUAL DOLLARS
ASK EACH PERSON TO INVEST
SOME OR ALL OF THEIR $10 INTO
THE IDEAS IN EACH CELL BASED
ON HOW IMPORTANT THEY FIND
THE IDEA
(THE FACILITATOR CAN SERVE AS THE BOOKIE)
EVERYONE MUST SPEND ALL
THEIR MONEY
YOU CAN SPEND $1 ON AN IDEA,
OR ALL $10, OR ANYTHING IN
BETWEEN
(BUT REMEMBER OTHERS ARE INVESTING TOO, SO SPEND WISELY)
HERE IS AN EXAMPLE OF WHAT
THE OUTPUT MIGHT LOOK LIKE
FOR THE STRENGTHS CELL,
GIVEN A TEAM OF 5 ($50)
INTERNALEXTERNAL STRENGTH WEAKNESS
OPPORTUNITIES THREATS
Unique
domain skills
in our market
Strong existing
client
relationships
Ahead of the
competitors by
6-9 months
Mature R&D
program
Sufficiently
sized financial
war chest
High key-man
risk
Product-
Market fit in
new segments
Internal
politics &
bureaucracy
Still lack
strategic
alliances
XXX
Strong, new
entrants
Potential
regulatory
changes Weak macro-
economics
Traditional
competitors
moving down
into our segment
Labour shortage
in local market
Emerging HNW
Insurance
segment
Growth in Asia
Maturity of
Mobile / Social /
IoT
High levels of
cash holdings in
target segment
$25
$14
$6
$4
$1
AT THE END OF THE EXERCISE,
YOU’LL HAVE GROUP-DEFINED
PRIORITIES
GO THROUGH ALL CELLS AND RE-
SORT IDEAS ACCORDING TO THE
PRIORITIES
(FOCUS ON THOSE THAT NATURALLY BUBBLED UP BASED ON INVESTMENT
SIZES. IF YOU HAVE A LARGE ENOUGH TEAM, THERE WILL BE OBVIOUS
WINNERS & LOSERS THANKS TO STATISTICS)
INTERNALEXTERNAL STRENGTH WEAKNESS
OPPORTUNITIES THREATS
1. Strong existing client
relationships
2. Unique domain skills Mature
R&D program
3. Sufficiently sized financial war
chest
4. Mature R&D program
5. Ahead of the competitors
1. High key-man risk
2. Product-Market fit in new segments
3. Still lack strategic alliances
4. Internal politics & bureaucracy
1. Strong, new entrants
2. Traditional competitors moving
down into our segment
3. Labour shortage in local market
4. Weak macro-economics
5. Potential regulatory changes
1. Emerging HNW Insurance
segment
2. Maturity of Mobile / Social /
IoT
3. High levels of cash holdings in
target segment
4. Growth in Asia
NOW IT IS TIME TO DEVELOP
ACTIONABLE SMART OBJECTIVES
USING A TOWS DIAGRAM
SMART ACTION ITEMS ARE:
SPECIFIC
MEASURABLE
ACHIEVABLE
RELEVANT (TO STRATEGY)
TIMELY
IN A TOWS DIAGRAM, YOU SHIFT
THE SWOT CELLS TO THE
OUTSIDE OF A NEW GRID
STRENGTH
1. Strong existing client
relationships
2. Unique domain skills
Mature R&D program
3. Sufficiently sized financial
war chest
WEAKNESS
1. High key-man risk
2. Product-Market fit in new
segments
OPPORTUNITIES
1. Emerging HNW
Insurance segment
2. Maturity of Mobile /
Social / IoT
THREATS
1. Strong, new entrants
2. Traditional
competitors moving
down into our
segment
3. Labour shortage in
local market
INSIDE THE GRID, YOU ARE
LOOKING TO DEVELOP SMART
ACTION ITEMS THAT LEVERAGE
THE SWOT ACCORDING TO THE
FOLLOWING RULES
SMART ACTIONS TO USE
STRENGTHS TO DELIVER
OPPORTUNITY
SMART ACTIONS TO ENSURE
WEAKNESS DOES NOT UNDERMINE
OPPORTUNITY
SMART ACTIONS TO USE
STRENGTHS TO COUNTER
THREATS
SMART ACTIONS TO ENSURE
WEAKNESS DOES NOT HELP
MANIFEST THREAT
STRENGTH
1. Strong existing client
relationships
2. Unique domain skills
Mature R&D program
3. Sufficiently sized financial
war chest
WEAKNESS
1. High key-man risk
2. Product-Market fit in new
segments
OPPORTUNITIES
1. Emerging HNW
Insurance segment
2. Maturity of Mobile /
Social / IoT
THREATS
1. Strong, new entrants
2. Traditional
competitors moving
down into our
segment
3. Labour shortage in
local market
MISTAKE 3
STRATEGY ACTION ITEMS MUST
BE SMART
GOOD LUCK, I HOPE YOU FIND
SWOT-TOWS USEFUL AS YOU
DEFINE AND EVOLVE YOUR
STRATEGY
SHARE THIS DECK
& FOLLOW ME(please-oh-please-oh-please-oh-please)
stay up to date with my future
slideshare posts
http://www.slideshare.net/selenasol/presentations
https://twitter.com/eric_tachibana
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
CLICK HERE FOR MORE!!!!

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Using SWOT as a Strategy Facilitation Tool

  • 1. PROPER FACILITATION OF SWOT-TOWS BRAINSTORMING USING
  • 2. WHEN USED RIGHT, SWOT IS A POWERFUL BRAINSTORMING TOOL FOR EXPLORING STRATEGY
  • 3. UNFORTUNATELY, MANY ENTREPRENEURS DON’T KNOW HOW TO USE IT PROPERLY
  • 4. AND IN MY EXPERIENCE, SWOT HAS LOST ITS PRACTICAL VALUE OVER THE YEARS
  • 5. ME THINKS IT IS TIME FOR A REFRESHER COURSE
  • 6. A SWOT STARTS BY LOOKING INWARDS
  • 7. IT ASKS WHAT STRENGTHS & WEAKNESSES DO YOU BRING TO THE TABLE
  • 8. BUT IT ALSO CONSIDERS THE EXTERNAL CONTEXT
  • 9. IT ASKS WHAT OPPORTUNITIES & THREATS ARE IMPACTING YOU FROM THE OUTSIDE
  • 11. LET’S LOOK AT AN EXAMPLE…
  • 13. DRAW ONE OF THESE ON SOME LARGE FLIP CHART PAPER AND TAPE IT TO THE WALL (OR JUST DRAW ON THE WALLS)
  • 14. HAVE ALL THE MEMBERS OF THE TEAM INDEPENDENTLY (WITHOUT TALKING) WRITE SINGLE IDEAS USING POST-IT NOTES & STICK THEM IN THE RELEVANT CELL
  • 15. HAVE EVERYONE READ AS A GROUP, CLARIFYING AS REQUIRED, AND MERGING DUPLICATES
  • 16. WARNING: IN THIS PROCESS, YOU’LL FIND SOME EXAMPLES OF THREATS & OPPORTUNITIES THAT ARE ACTUALLY INTERNAL RATHER THAN EXTERNAL, SO YOU’LL NEED TO REPHRASE THEM OR MOVE THOSE IDEAS TO STRENGTH/WEAKNESS
  • 17. WARNING: MAKE SURE THAT EVERYONE HAS A CHANCE TO SPEAK UP AND THAT EVERYONE FULLY UNDERSTANDS EACH IDEA
  • 18. YOU’LL END UP WITH SOMETHING LIKE THIS
  • 19. INTERNALEXTERNAL STRENGTH WEAKNESS OPPORTUNITIES THREATS Unique domain skills in our market Strong existing client relationships Ahead of the competitors by 6-9 months Mature R&D program Sufficiently sized financial war chest High key-man risk Product- Market fit in new segments Internal politics & bureaucracy Still lack strategic alliances Strong, new entrants Potential regulatory changes Weak macro- economics Traditional competitors moving down into our segment Labour shortage in local market Emerging HNW Insurance segment Growth in Asia Maturity of Mobile / Social / IoT High levels of cash holdings in target segment
  • 20. HOWEVER, THOUGH INTERESTING, THERE WILL BE NO THOUGHTFUL PRIORITIZATION AT THIS STAGE
  • 22. AS A GROUP YOU NEED TO PRIORITIZE (FORCE-RANK) THE ITEMS IN EACH CELL
  • 23. TO DO THIS, USE THE WISDOM- OF-CROWDS
  • 24. START BY GIVING EVERYONE 10 VIRTUAL DOLLARS
  • 25. ASK EACH PERSON TO INVEST SOME OR ALL OF THEIR $10 INTO THE IDEAS IN EACH CELL BASED ON HOW IMPORTANT THEY FIND THE IDEA (THE FACILITATOR CAN SERVE AS THE BOOKIE)
  • 26. EVERYONE MUST SPEND ALL THEIR MONEY
  • 27. YOU CAN SPEND $1 ON AN IDEA, OR ALL $10, OR ANYTHING IN BETWEEN (BUT REMEMBER OTHERS ARE INVESTING TOO, SO SPEND WISELY)
  • 28. HERE IS AN EXAMPLE OF WHAT THE OUTPUT MIGHT LOOK LIKE FOR THE STRENGTHS CELL, GIVEN A TEAM OF 5 ($50)
  • 29. INTERNALEXTERNAL STRENGTH WEAKNESS OPPORTUNITIES THREATS Unique domain skills in our market Strong existing client relationships Ahead of the competitors by 6-9 months Mature R&D program Sufficiently sized financial war chest High key-man risk Product- Market fit in new segments Internal politics & bureaucracy Still lack strategic alliances XXX Strong, new entrants Potential regulatory changes Weak macro- economics Traditional competitors moving down into our segment Labour shortage in local market Emerging HNW Insurance segment Growth in Asia Maturity of Mobile / Social / IoT High levels of cash holdings in target segment $25 $14 $6 $4 $1
  • 30. AT THE END OF THE EXERCISE, YOU’LL HAVE GROUP-DEFINED PRIORITIES
  • 31. GO THROUGH ALL CELLS AND RE- SORT IDEAS ACCORDING TO THE PRIORITIES (FOCUS ON THOSE THAT NATURALLY BUBBLED UP BASED ON INVESTMENT SIZES. IF YOU HAVE A LARGE ENOUGH TEAM, THERE WILL BE OBVIOUS WINNERS & LOSERS THANKS TO STATISTICS)
  • 32. INTERNALEXTERNAL STRENGTH WEAKNESS OPPORTUNITIES THREATS 1. Strong existing client relationships 2. Unique domain skills Mature R&D program 3. Sufficiently sized financial war chest 4. Mature R&D program 5. Ahead of the competitors 1. High key-man risk 2. Product-Market fit in new segments 3. Still lack strategic alliances 4. Internal politics & bureaucracy 1. Strong, new entrants 2. Traditional competitors moving down into our segment 3. Labour shortage in local market 4. Weak macro-economics 5. Potential regulatory changes 1. Emerging HNW Insurance segment 2. Maturity of Mobile / Social / IoT 3. High levels of cash holdings in target segment 4. Growth in Asia
  • 33. NOW IT IS TIME TO DEVELOP ACTIONABLE SMART OBJECTIVES USING A TOWS DIAGRAM
  • 34. SMART ACTION ITEMS ARE: SPECIFIC MEASURABLE ACHIEVABLE RELEVANT (TO STRATEGY) TIMELY
  • 35. IN A TOWS DIAGRAM, YOU SHIFT THE SWOT CELLS TO THE OUTSIDE OF A NEW GRID
  • 36. STRENGTH 1. Strong existing client relationships 2. Unique domain skills Mature R&D program 3. Sufficiently sized financial war chest WEAKNESS 1. High key-man risk 2. Product-Market fit in new segments OPPORTUNITIES 1. Emerging HNW Insurance segment 2. Maturity of Mobile / Social / IoT THREATS 1. Strong, new entrants 2. Traditional competitors moving down into our segment 3. Labour shortage in local market
  • 37. INSIDE THE GRID, YOU ARE LOOKING TO DEVELOP SMART ACTION ITEMS THAT LEVERAGE THE SWOT ACCORDING TO THE FOLLOWING RULES
  • 38. SMART ACTIONS TO USE STRENGTHS TO DELIVER OPPORTUNITY SMART ACTIONS TO ENSURE WEAKNESS DOES NOT UNDERMINE OPPORTUNITY SMART ACTIONS TO USE STRENGTHS TO COUNTER THREATS SMART ACTIONS TO ENSURE WEAKNESS DOES NOT HELP MANIFEST THREAT STRENGTH 1. Strong existing client relationships 2. Unique domain skills Mature R&D program 3. Sufficiently sized financial war chest WEAKNESS 1. High key-man risk 2. Product-Market fit in new segments OPPORTUNITIES 1. Emerging HNW Insurance segment 2. Maturity of Mobile / Social / IoT THREATS 1. Strong, new entrants 2. Traditional competitors moving down into our segment 3. Labour shortage in local market
  • 39. MISTAKE 3 STRATEGY ACTION ITEMS MUST BE SMART
  • 40. GOOD LUCK, I HOPE YOU FIND SWOT-TOWS USEFUL AS YOU DEFINE AND EVOLVE YOUR STRATEGY
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