Swot Analysis

Undertaking SWOT analysis

This checklist is for those carrying out, or participating in, SWOT analysis. SWOT is the acronym of Strengths, Weaknesses, Opportunities, Threats. It is a simple, popular technique which can be used in preparing or amending plans, in problem solving and decision making.

Definition

SWOT analysis is a general technique which can be applied across diverse functions and activities, but it is particularly appropriate to the early stages of planning for a TIPD visit. Performing SWOT analysis involves generating and recording the strengths, weaknesses, opportunities, and threats relating to a given task. It is customary for the analysis to take account of internal resources and capabilities (strengths and weaknesses) and factors external to the organisation (opportunities and threats).

Benefits

SWOT analysis can provide:

A framework for identifying and analysing strengths, weaknesses, opportunities and threats.

The impetus to analyse a situation and develop suitable strategies and tactics.

A basis for assessing core capabilities and competences.

The evidence for, and cultural key to, change.

A stimulus to participation in a group experience.

Action checklist

1. Establish the objectives

The first key step in any project is to be clear about what you are doing and why. The purpose of conducting SWOT analysis may be wide or narrow, general or specific.

2. Select appropriate contributors

This is important if the final outcome is to result from consultation and discussion, not just personal views, however expert.

3. Allocate research and information-gathering tasks

Background preparation is a vital stage for the subsequent analysis to be effective, and should be divided among the SWOT participants. This preparation can be carried out in two stages:

i) Exploratory, followed by data collection.

ii) Detailed, followed by a focused analysis.

Gathering information on Strengths and Weaknesses should focus on the internal factors of skills, resources and assets, or lack of them. Gathering information on Opportunities and Threats should focus on the external factors over which you have little or no control, such as social or economic factors.

4. Create a workshop environment

If compiling and recording the SWOT lists takes place in meetings, then do exploit the benefits of workshop sessions. Encourage an atmosphere conducive to the free flow of information and to participants saying what they feel to be appropriate, free from blame. The leader/facilitator has a key role and should allow time for free flow of thought, but not too much. Half an hour is often enough to spend on Strengths, for example, before moving on. It is important to be specific, evaluative and analytical at the stage of compiling and recording the SWOT lists. Mere description is not enough.

5. List Strengths

Strengths can relate to the group, to the environment, to perceptions, and to people. 'People' elements include the skills, capabilities and knowledge of participants. Other people strengths include:

Friendly, cooperative and supportive participants.

Appropriate levels of involvement through delegation and trust.

6. List Weaknesses

This session should not constitute an opportunity to focus on negative points but should be an honest appraisal of the way things are. Key questions include:

What obstacles may prevent progress?

Which elements need strengthening?

Are there any real weak links in the chain?

It is not unusual for 'People' problems — poor communication,