Difference between revisions of "SWOT Analysis"

Latest revision as of 16:17, 3 February 2012

SWOT ANALYSIS

A tool that identifies the Strengths, Weaknesses, Opportunities and Threats of an organization. Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The SWOT analysis takes the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, the SWOT analysis determines what can be of assistance to the organization in accomplishing its objectives, and what obstacles must be minimized to achieve desired results. ^[1]

Conducting a SWOT Analysis

To conduct a SWOT analysis identify the following four categories of the SWOT Matrix:

Strengths: Internal competences, valuable resources or attributes that an organization can use to exploit the external environment. For example: competitive advantages, resources, certifications, experience, management cover, communication. The aim of the SWOT is to maintain, build, and leverage.
Weaknesses: Internal lack of competence, resources or attributes that an organization requires to perform in the external environment. For example: gaps in capabilities, reputation, financials, and reliability of data. The aim of the SWOT is to remedy or exit.
Opportunities: External possibilities that an organization can pursue or exploit to gain benefit. For example : market developments, competitors' vulnerabilities, information and research. The aim of the SWOT is to prioritize and optimize them.
Threats: External factors that has the potential to reduce an organization's performance. For example: political and environmental effects, market demand, IT developments. The aim of the SWOT is to counter them.

Strengths and Opportunities are identified as enhancers to desired performance, while Weaknesses and Threats are inhibitors.^[2]

SWOT Matrix

Step by Step

A brainstorming session is conducted to get inputs about the strengths of the organization.
The facilitator distributes paper cards and asks participants to write what are the things that they consider as strengths within the organization. Everyone is allowed to write as many things as they want.
The facilitator then collects all the paper cards and places them on a board. Inputs that are redundant are discharged
The same procedure is repeated for weaknesses, opportunities and threats.
Categorize all the SWOT factors into the Matrix and work to build consensus around their placement.
The situation is then analyzed with the objective of identifying ways in which the organization’s strengths can be built, upon to overcome the identified weaknesses, and opportunities can be taken to minimize threats.
A strategy for making improvements is formulated and subsequently developed, using any planning tool. ^[3]

Job Aid

Swot Matrix Template

Conducting a SWOT Analysis‎

References

↑ www.answers.com (20 August 2008), www.netmba.com (20 August 2008), en.wikipedia.org (20 August 2008)
↑ www.businessballs.com (3 October 2008), web.worldbank.org
↑ www.quickmba.com (13 August 2008), Wikipedia (13 August 2008), Project Cycle Management Guidelines, European Commission, 2004

[1] www.answers.com (20 August 2008), www.netmba.com (20 August 2008), en.wikipedia.org (20 August 2008)

[2] www.businessballs.com (3 October 2008), web.worldbank.org

[3] www.quickmba.com (13 August 2008), Wikipedia (13 August 2008), Project Cycle Management Guidelines, European Commission, 2004

[1]

[2]

[3]

@@ Line 1: / Line 1: @@
-{{Term|SWOT ANALYSIS|A tool that identifies the Strengths, Weaknesses, Opportunities and Threats of an organization. Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The method of SWOT analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, SWOT analysis determines what may assist the organization in accomplishing its objectives, and what obstacles must be minimized to achieve desired results. <ref> [http://www.answers.com www.answers.com] (20 August 2008), [http://www.netmba.com www.netmba.com] (20 August 2008), [http://en.wikipedia.org en.wikipedia.org] (20 August 2008) </ref> }}
+{{Term|SWOT ANALYSIS|A tool that identifies the '''S'''trengths, '''W'''eaknesses, '''O'''pportunities and '''T'''hreats of an organization. Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The SWOT analysis takes the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, the SWOT analysis determines what can be of assistance to the organization in accomplishing its objectives, and what obstacles must be minimized to achieve desired results. <ref> [http://www.answers.com www.answers.com] (20 August 2008), [http://www.netmba.com www.netmba.com] (20 August 2008), [http://en.wikipedia.org en.wikipedia.org] (20 August 2008) </ref> }}
-{{Tool|Organizing a SWOT Analysis|
+{{Tool|Conducting a SWOT Analysis|
 __NOTOC__
+To conduct a SWOT analysis identify the following four categories of the [[#Swot Matrix|SWOT Matrix]]:
-== ''' Main Components'''==
+#'''Strengths''': Internal competences, valuable resources or attributes that an organization can use to exploit the external environment. For example: competitive advantages, resources, certifications, experience, management cover, communication. The  aim of the SWOT is to maintain, build, and  leverage.
-#'''Strengh''' : active members interested to share their knowledge and who commit time to devote to the community.
+#'''Weaknesses''': Internal lack of competence, resources or attributes that an organization requires to perform in the external environment.  For example:   gaps in capabilities, reputation, financials, and reliability of data. The aim of the SWOT is to remedy or exit.
-#'''Weakness''' : it must be a  compelling topic; one of interest to many people and of relevance to their work.  The potential members must be passionate about the subject for collaboration.
+#'''Opportunities''': External possibilities that an organization can pursue or exploit to gain benefit. For example : market developments, competitors' vulnerabilities, information and research.  The aim of the SWOT is to prioritize  and optimize them.
-#'''Opportunity''' :  the ability to compare one own work practices to those of others is one of the foundations of the CoP.
+#'''Threats''': External factors that has the potential to reduce an organization's performance. For example: political and environmental effects, market demand,  IT developments. The aim of the SWOT is to counter them.
-#'''Threat''' : the existence of the community is based only on the motivation of its members.
-<ref>[http://www.deza.ch www.deza.ch] (29 September 2008)</ref>
+'''Strengths''' and '''Opportunities''' are identified as enhancers to desired [[Performance|performance]], while '''Weaknesses''' and '''Threats''' are inhibitors.<ref>[http://www.businessballs.com www.businessballs.com] (3 October 2008), [http://web.worldbank.org web.worldbank.org]</ref>
+=='''SWOT Matrix'''==
+[[Image:Swot_matrix.jpg‎|center]]
 =='''Step by Step'''==
-* A brainstorming should be conducted, in order to get informations about teh stenghts of the organization. The facilitator distribute paper card and ask participants to write what are the things that they consider as strenghts points, everyone is allowed to write as many thing as wanted. The facilitator then collects all the paper on place them on a borad. He eliminats all redundant inputs.
+*A brainstorming session is conducted to get inputs about the strengths of the organization.
-* The same procedure should be repeated for weknesses, opportunities and threats.
+*The facilitator distributes paper cards and asks participants to write what are the things that they consider as strengths within the organization. Everyone is allowed to write as many things as they want.
-* The situations is then analyzed by looking for ways in which the group/organization’s strengths can be built on to overcome identified weakness, and opportunities can be taken to minimize threats;
+*The facilitator then collects all the paper cards and places them on a board. Inputs that are redundant are discharged
-* A strategy for making improvements is formulated and subsequently developed using a number of additional planning tools. <ref>[http://www.quickmba.com www.quickmba.com] (13 August 2008), [http://www.wikipedia.org Wikipedia] (13 August 2008), Project Cycle Management Guidelines, European Commission, 2004</ref>
+*The same procedure is repeated for weaknesses, opportunities and threats.
+*Categorize all the SWOT factors into the  [[#Job Aids|Matrix]] and work to build consensus around their placement.
+*The situation is then analyzed with the objective of identifying ways in which the organization’s strengths can be built, upon to overcome the identified weaknesses, and opportunities can be taken to minimize threats.
+*A strategy for making improvements is formulated and subsequently developed,  using any planning tool. <ref>[http://www.quickmba.com www.quickmba.com] (13 August 2008), [http://www.wikipedia.org Wikipedia] (13 August 2008), Project Cycle Management Guidelines, European Commission, 2004</ref>}}
-=='''SWOT Matrix'''==
+=='''Job Aid'''==
+[[Image:word.png]] [[Media:Swot_Matrix_Template.doc‎|Swot Matrix Template]]
-[[Image:SWOT_table.jpg|center]]
+[[Image:pdf.png]] [[Media:Toolkit_Template_Swot_Analysis.pdf‎‎|Conducting a SWOT Analysis‎]]
-=='''Job Aids'''==
-}}
 == References ==
 <references/>

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