Dariusz J Ropiak

Impact of SWOT Analysis

2013
 One of the keys to survival in today’s uncertain economy is a development of

good strategy (Roth, & Washburn, 1999, p. 50). Unquestionably, SWOC or the more

commonly used SWOT is one of the most useful strategic planning tools. The difference

between the two is that strengths, weaknesses and opportunities are accounted for in both,

however in SWOT; challenges are replaced by threats (Bryson, 2004, p. 125-126).

SWOT should be done periodically because it provides for an organization’s external and

internal assessment and it is considered to be central to effectiveness and prosperity of

any organization (Bryson, 2004, p. 129).

Trends are added depending on the organization, and in case of public health care

facilities, health outcomes are more relevant (Bryson, 2004, p. 131). It is noteworthy that

external environmental assessment considers possible opportunities and threats that

facilities face, and together with stakeholder analysis, identifies success factors and

forces. In order to go beyond a simple SWOT, we should also consider other factors.

There are ten important trends and categories to keep in mind (Roth, et al., 1999, p. 51;

Bryson, 2004, p. 131).

The first of social and organizational complexity is pushed by technology and

globalization. Unfortunately, in our complex world, institutions are not always prepared

to deal with them. The second reform reinvention and interaction of governments seems

to be a paradox in terms because smaller and cheaper government also means less

resources and growth (Bryson, 2004, p. 131). The third involves technological changes

and everything that comes with it such as new skills to accommodate e-commerce, and e-

government. The forth involves multiculturalism in the workforce, patients and ordinary

citizens, that are now living longer, thereby extending and increasing the need for public
services. The fifth comes as no surprise and states that many people might prefer self-

reliance while actively engaged in public service (Bryson, 2004, p. 132-133). The sixth

factor is a concern and search for a better life and a better use of time. The seventh seems

to be a struggle within a force of legitimizing institutions that were once the epicenter of

the American dream, but lost their way because of scandals and poor performance. It is a

force with a look into a better future, and a worldwide democracy (Bryson, 2004, p. 133-

134). The eight is the unjustified fear of seldom occurring events. It is “fear” that should

be channeled into a fight for better education, better healthcare, and the eradication of

poverty. The ninth points to learning, and improving one’s skills in order to make a

positive change (Bryson, 2004, p. 135). The tenth encourages a tradition of

improvements, but warns of stagnation “in the absence of crisis”. It challenges leadership

to inspire others “in the pursuit of the common good” (Bryson, 2004, p. 135).

It has been said that the members of the governing board are usually better at identifying

the external factors because they are opposed to employees, but pay attention to political

mandates and “external environmental assessors”, such as pollsters (Bryson, 2004, p.

135).

Consequently, SWOT analysis impacts strategy development in most institutions

and that also holds true in healthcare facilities. For example, SWOT can help in assessing

the most effective use of beds or the most appropriate utilization of operating tables and

equipment. It can help in averaging the patient’s length of stay in a hospital. The results

of SWOT can tell the institution how many doctors, nurses, and supporting employees

are needed in order to be effective and efficient. The above SWOT factors can also help

in long term planning such as the availability of property for further expansion.
 References
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: A guide

to strengthening and sustaining organizational achievement (3rd ed.). San

Francisco: Jossey-Bass.

Roth, B. N., & Washburn, S. A. (1999). Developing strategy. Journal of Management

Consulting, 10(3), 50–54.