Strengths, Weaknesses, Opportunities and Threats[1]


Published on

To excel, we must know who we are, where we are going, how are we going to get there, and who is coming along. It is also critical to know what are our opportunities and threats. SWOT exercises transforms mission and vision into action.

Published in: Business
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Strengths, Weaknesses, Opportunities and Threats[1]

  1. 1. Strengths, Weaknesses, Opportunities, and Threats. The importance of a SWOT Exercise. Scott Holsman Next Level Performers
  2. 2. <ul><li>“ If you don't know where you are going, any road will get you there.” </li></ul><ul><li>~ Lewis Carroll </li></ul>
  3. 3. What is SWOT Exercise? <ul><li>A SWOT Exercise is a powerful technique </li></ul><ul><li>for uncovering and understanding your </li></ul><ul><li>Strengths and Weaknesses , and for </li></ul><ul><li>looking at the Opportunities and </li></ul><ul><li>Threats you face. </li></ul>
  4. 4. Why SWOT? <ul><li>It helps you carve a sustainable niche in </li></ul><ul><li>your market by taking the best advantage of </li></ul><ul><li>your resources, talents, capabilities and </li></ul><ul><li>opportunities. </li></ul>
  5. 5. SWOT builds alignment. <ul><li>SWOT is a ground up approach allowing </li></ul><ul><li>everyone in the exercises to have a voice </li></ul><ul><li>thus, increasing buy-in and resulting in a </li></ul><ul><li>higher level of execution. </li></ul>
  6. 6. <ul><li>In general, Strengths and Weaknesses </li></ul><ul><li>are internal to your organization while </li></ul><ul><li>Opportunities and Threats often relate to </li></ul><ul><li>external factors. </li></ul>Where to look?
  7. 7. SWOT Benefits. <ul><li>What makes SWOT particularly powerful is that it </li></ul><ul><li>helps you uncover opportunities that you are well- </li></ul><ul><li>placed to exploit. </li></ul><ul><li>And by understanding the weaknesses of your </li></ul><ul><li>business, you can manage and eliminate threats </li></ul><ul><li>that could affect you negatively. </li></ul>
  8. 8. SWOT Benefits (cont.) <ul><li>Using the SWOT framework to assess your </li></ul><ul><li>strengths and that of your competitors’, you can </li></ul><ul><li>analyze the competitive landscape and develop a </li></ul><ul><li>strategy that helps you differentiate yourself from </li></ul><ul><li>your competitors, so that you can compete </li></ul><ul><li>successfully in your market. </li></ul>
  9. 9. SWOT Categories. <ul><li>Product (what are we selling?) </li></ul><ul><li>Process (how are we selling it?) </li></ul><ul><li>Customer (to whom are we selling it?) </li></ul><ul><li>Distribution (how does it reach them?) </li></ul><ul><li>Finance (what are the prices, costs and investments?) </li></ul><ul><li>Administration (and how do we manage all this?) </li></ul>
  10. 10. How can SWOT help me? <ul><li>SWOT identifies critical-to-mission </li></ul><ul><li>objectives. Once identified, strategy is </li></ul><ul><li>then defined, ownership assigned and tasks </li></ul><ul><li>executed that will get you to the next level in </li></ul><ul><li>performance. </li></ul>
  11. 11. SWOT Results. <ul><li>SWOT essentially tells you what is good and bad about a </li></ul><ul><li>business or a particular proposition. If it's a business, and </li></ul><ul><li>the aim is to improve it, then work on translating: </li></ul><ul><ul><li>strengths (maintain, build and leverage) , </li></ul></ul><ul><ul><li>opportunities (prioritize and optimize) , </li></ul></ul><ul><ul><li>weaknesses (remedy or exit) , </li></ul></ul><ul><ul><li>threats (counter) </li></ul></ul><ul><li>into actions (each within one of the six categories) that can </li></ul><ul><li>be agreed and owned by a team or number of teams. </li></ul>
  12. 12. Origins of SWOT. <ul><li>SWOT analysis came from the research conducted at </li></ul><ul><li>Stanford research Institute from 1960-1970. The background </li></ul><ul><li>to SWOT stemmed from the need to find out why corporate </li></ul><ul><li>planning failed. </li></ul><ul><li>The research was funded by the fortune 500 companies to </li></ul><ul><li>find out what could be done about this failure. </li></ul><ul><li>The Research Team were Marion Dosher, Dr Otis Benepe, </li></ul><ul><li>Albert Humphrey, Robert Stewart, Birger Lie. </li></ul><ul><li>Source - </li></ul>
  13. 13. <ul><li>Next Level Performers is dedicated to </li></ul><ul><li>helping people and companies achieve the </li></ul><ul><li>next level in performance through training </li></ul><ul><li>and development, strategic planning, </li></ul><ul><li>organizational development, and </li></ul><ul><li>process improvement. </li></ul><ul><li>For more information, please contact </li></ul><ul><li>Scott Holsman at </li></ul>