Strategic Planning and

Visioning: SWOT Technique

Strategic Planning and Visioning

Group process centered on four key

core processes in informationgathering phase of strategic
planning.
Each designed with a different
purpose and together they create
most of the essential knowledge
base for strategic planning. (2)

1. Identify Core Values

Purpose: To identify core values of the

program; determine how and to what extent
these core values are currently expressed in
the actions of the program community and
identify potential misalignments.
We can prompt our thinking with phrases
like
we believe, we believe in, we
value, we care about: (2)

2. Review or Develop a
Mission

Mission is the purpose, the reason

the program exists.
Develop or review and validate a
mission statement that answers
Why do we exist?
http://cid.vcc.ca (2)

3. Review or Develop a
Vision

Develop a shared vision of a future state.

Consider Vision as you planwhat the

program wants to look like in the future?

If we could have the program of our

dreams and the impact we most desire,
what will our program look like in the
year 2010 and beyond? (2)

SWOT: Description

A SWOT analysis generates information that

is helpful in matching an organization or
groups goals, programs, and capacities to
the social environment in which it operates.
It is an instrument within strategic planning.
When combined with dialogue it is a
participatory process (1)

SWOT/OTSW Strategic
Planning Process (1)
Factors Internal
to program
Strengths Weakness

Factors External
to program

Opportunities Threats

Brainstorming
Questions
What opportunities exist in our external

environment?
What threats to the institution exist in our
external environment?
What are the strengths of our institution?
What are the weaknesses of our institution?
Facilitator polls, synthesizes and
storyboards the top 5 findings in each area
(2)

SWOT Facilitator

One who contributes structure and

process to interactions so groups are
able to function effectively and make
high-quality decisions.
A helper and enabler whose goal is
to support others as they achieve
exceptional performance" Bens (3)

The Facilitator's Role

Supports everyone to do their best

thinking.
Encourages full participation, promotes
mutual understanding and cultivates
shared responsibility.
This enables group members to search
for inclusive solutions and build
sustainable agreements. Kaner-(3)

SWOT Analysis
S Strengths
W Weaknesses
O
Opportunities T Threats

SWOT: Internal Factors

Strengths

Positive tangible
and intangible
attributes, internal
to an organization.
They are within the
organizations
control.

Strengths

What do you do particularly well?

What do you do that is unique in the
marketplace?
What do your
customers/clients/patrons ask for
you to do over and over again?
What do you have the right
tools/resources to accomplish? (1)

Weaknesses

Weaknesses

Factors that are

within an
organizations control
that detract from its
ability to attain the
core goal.
Which areas might
the organization
improve?

SWOT: External Factors

Opportunities

External attractive factors

that represent the reason
for an organization to exist
and develop.
What opportunities exist in
the environment, which will
propel the organization?
Identify them by their time
frames (1)

Opportunities

Are there new situations coming down the road

that you can take advantage of (new programs
being offered, new faculty joining the
department, new tools available to you)?

Are there gaps in the market that you can fill?

Are there partnerships that might be fruitful?

(1)

SWOT: External Factors

Threats

External factors, beyond an

organizations control, which
could place the organization
mission or operation at risk.
The organization may benefit
by having contingency plans
to address them if they should
occur.
Classify them by their
seriousness and probability
of occurrence. (1)

Threats

Who is your competition and what

do they offer that you cant do as
well or at all?
Are there environmental changes
or situations that could cause
problems for you and your
programs?
What other roadblocks are being
thrown in your path?

Simple Rules SWOT Analysis

Be realistic about the strengths and

weaknesses of your organization or
group

Distinguish between where your

organization is today, and where it
could be in the future

Be specific: Avoid gray areas. (1)

Simple Rules SWOT

Analysis

Always analyze in relation to

your core values, mission,
mandate, goals, vision.
Keep your SWOT short and
simple.
Avoid complexity and over
analysis
Empower SWOT with a logical
conceptual framework. (1)

SWOT (OTSW) MATRIX

Opportunitiesexternal
1.
2.
3.
4.
5.
Strengths-Internal
1.
2.
3.
4.
5.

Threats-external
1.
2.
3.
4.
5.
Weaknesses-Internal
1.
2.
3.
4.
5.

Create a Plan of Action

Set goals and objectives, like with

any other plan. Limit 3-5
What steps can you take to:

Capitalize on your strengths

Overcome or minimize your weaknesses
Take advantage of some new
opportunities
Respond to the threat (1)

Goals from SWOT

Create a 1 page summary for the

department to laminate and post
Ensure priorities for action/goals
are addressed on meeting agendas
throughout the year
Note progress on an ongoing basis.
(2)

References
1.

2.

3.

Benito CA. (2001) S.W.O.T. Analysis PPT cited

23 March 2009 at:
www.sonoma.edu/users/b/benito/swot.ppt
Drouin, C. (2007) Strategic Planning SWOT.
Cited Feb 15th 2009 at
http://www.planonline.org/
Justice, T, Jamieson, D. (2006) The Facilitators
Fieldbook (2nd ed). AMACOM/American
Management Association.