Planning Actionable
Outcomes through
Storyboarding
A Twist on Traditional SWOT Analysis
March 20, 2007
Presenters: Mike Crooks & Angela Hall
Topics
 Traditional SWOT
 What is it?
 How is it used?
 SWOT Storyboarding
 What’s so different?
 Why should we care?
 Conducting a SWOT using Storyboarding
 How is it done?
 What does it tell us?
 Case Study:
 How was SWOT Storyboarding used during the
SMP?
2
SWOT Analysis Defined
 A SWOT Analysis1 is a strategic planning
tool used to evaluate the
 Strengths: an organization’s resources or capabilities that
can be used as a basis for developing competitive
advantage
 Weaknesses: the absence of certain strengths may be
viewed as a weakness.
 Opportunities: an organization’s potential areas for profit
and growth
 Threats: changes to the external environment may present
threats to the firm2
1. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s
using data from the Fortune 500 companies.
http://en.wikipedia.org/wiki/SWOT_analysis
3
2. http://www.quickmba.com/strategy/swot/
Traditional SWOT
 The standard practice for conducting a SWOT
Analysis includes the collection and analysis of
an organization’s Strengths, Weaknesses,
Opportunities, and Threats.
 The results are usually represented in a SWOT
Profile (also called a TOWS Matrix), such as the
one depicted below:
Strengths
Weaknesses
Opportunities
S – O Strategies
W – O Strategies
Threats
S – T Strategies
W – T Strategies
4
Traditional SWOT Analysis
 S – O Strategies
Pursue opportunities that are a good fit to the
organization’s strengths.
 W – O Strategies
Overcome weaknesses to pursue opportunities.
 S – T Strategies
Identify ways an organization can use its strengths
to reduce its vulnerabilities to external threats.
 W – T Strategies
Establish a defensive plan to prevent an
organization’s weaknesses from making it highly
susceptible to external threats.
5
‘Storyboarding’ the SWOT
 The ‘Storyboarding’ technique1 uses an alternate analysis of the
SWOT input to produce actionable outcomes of a strategic
planning activity.
 The difference between the traditional approach to SWOT and the
Storyboarding approach is in the presentation and analysis, which
is based on:
 Establishing the ‘Driving Charter’ for the organization:
 ‘If we apply our Strengths in a focused and diligent manner we can
achieve our objectives (represented by the Opportunities).
 Acknowledging the ‘Organizational Hurdles’ to success;
 represented by the patterns of Weaknesses.
 Governing our plans to monitor and mitigate risk
 As defined by the true Critical Success Factors (CSF’s)
 Discovered by the correlation between an existing ‘Organizational
Hurdle’ (Weakness) and a perceived and/or potential Threat being
realized.
1 Developed by Mike Crooks in the early 1990’s; has been used as a key element for strategic planning for Organizational
Transformations; Strategic Business Unit Systems Implementations; Enterprise Architecture Migration Strategies; IT
Adoption Programs; and Business Intelligence Programs.
6
SWOT within the
Planning & Execution Framework
Thematic
Goal2
Goal
Attainment
Goal
Question
Strategic Plan
Management & Governance
Establish
Focused Controls
Metric
& Measure
Answer
Measurement
Definition1
Interpretation
Collected Data
Planning
Data Collection
1 Victor Basili, “software Modeling and Measurement: The Goal Question Metrics Paradigm,” Computer Science Technical
Report Series, CS-TR-2956 (UMIACS-TR-92-96), University of Maryland, College Park, MD, September 1992.
2 “Silos, Politics and Turf Wars : A Leadership Fable”, Patrick M. Lencioni, © 2006. ISBN-13:978-0-7879-7638-5.
7
SWOT Storyboarding

The following steps are conducted
during a collaborative (and hopefully
cross-functional) workshop/planning
session:
1.
2.
3.
4.
5.
6.
7.

Set the Context
Collect the Input
Readout Input
Assess Input ‘Appropriateness’
Analyze Patterns
Build the Storyboard
Walk the Wall
The results are very visual and always
‘eye opening’
8
Conducting a SWOT
using Storyboarding
Strength
Weakness
Opportunity
Threat
SWOT Storyboarding
Ground Rules
 Observe the rules for index cards:
 Write on the unlined side.
 Write large; so your writing can be seen from
across the room.
 Use your blue marker.
 Use key words or short phrases.
 Use the card in landscape mode.
 Participate in the readout:
 Be attentive.
 Challenge if you have a concern or alternative
point of view.
10
Step One:
Setting the Context
 SWOT (of any type) must be conducted within a
Context and with an ‘End in Mind’
 Strategic Program use the ‘Vision & Scope
Document/Presentation’
 Strategic Business Unit or Organization use the
Organizational Vision & Mission Statements;
 preferably with a Unifying ‘Thematic’ Goal
 For ASQ Raleigh:
 ASQ is the preferred resource to increase awareness of
quality principles relating to professional development,
driving performance improvement and managing change
for all functions within our members' organizations and the
local community.
11
Step Two:
Collect the Input
 Individual Brainstorming
 Identify your Top 2 for each of the following
 Using Activity Cards (4 X 6 Index Cards)
 Strengths (yellow card)
 What are the primary attributes present within ASQ (Raleigh)
today that can make us a success?
 Weaknesses (red card)
 What are the current concerns within ASQ (Raleigh) that
need to be improved in order for us to be successfully?
 Opportunities (green card)
 What are the ‘big wins’ for ASQ (Raleigh) if we successfully
deliver on our charter?
 Threats (blue card)
 What are the ‘bad things’ that could happen to ASQ
(Raleigh) if we are not successful in implementing charter?
12
Step Three:
Readout Input
 Since the technique is based on individual
brainstorming – it is critical that all
participants see and hear all input
 Read out each card – Starting with
Strengths
 Post each cards on the wall – sorting ‘like
cards’ as you go
 No challenges are allowed at this stage
13
Strength
ASQ Raleigh Strengths
 Local Member Base
(Hi Tech, Skilled)
 Conference Turnout
 Knowledgeable People;
Friendly Environment
 Large Membership
 Dedicated Core Team
 Leadership from Board
 Experienced Leadership
 ASQ National
(Infrastructure and Services)
 Broad experience of Chapter
Members
 Good core strength of talent
 Diverse Experience and
Talents
 SMC Planning Session Team
 Planning Programs
 Professional Development
 Good Financial Resources
 Dedicated Volunteers
 Money
 Diversity of Members in
various industries
 Experienced Board Members
 Diverse industry base
14
Weakness
ASQ Raleigh Weaknesses
 Communication
 Members not on top of other
fields
 Coordination of logistics
during program events
 Little use of $$ resources
 Lack of membership
participation
 Ability to obtain volunteers
 Communication (internal –
board, external – members)
 Volunteers – not enough
 Low board membership










Priority Setting
Poor Communication
Volunteers are not urgent
Member communication
process
New member welcome
process
Not enough networking
New members quitting
Volunteer commitment
Leaders get overwhelmed
(conflicting priorities)
Not meeting deadlines
15
Opportunity
ASQ Raleigh Opportunities
 Utilize outsourcing to
accomplish goals
 Education (Revenue,
opportunity to serve)
 Hi-Tech Area
 Many untapped opportunities
 Website and on-line systems
 Interest in networking
 More networking to attract
member participation
 Strong annual section
conference
 Participate w/local community
colleges
 Increasing commonality of
QMS via ISO between
industries
 Corporations interests in
community improve
 Community Service
 Resource for professional
development
 Member participation
(meeting attendance; sharing
best practices; volunteers for
leadership)
 Provide extensive networking
to membership
 Provide knowledge of ISO
quality fields (auto, med,
electronics, etc.) for job
mobility
 Acquire new members to
area – growing region
 Growing area
16
Threat
ASQ Raleigh Threats
 Lack of volunteers
 Economy – member loss due
to loss of employment
 Other professional
organization
 Lack of commitment
 Fiscal Irresponsibility
 Inadequate process visibility
 Complacency of members
 Perception of ‘Quality as
Boring’
 Other Raleigh quality groups
 Numerous venues of training
– education
 Open Board Positions
 External commitments &
demands
 Potential weaker economy
 Disconnect with ASQ – HQ
 Dropping Membership counts
 Dwindling membership
(economy)
 Job outsourcing causing job
loss
17
Step Four:
Assess Input ‘Appropriateness’
 It is possible that some of the input
provided for Opportunities and Threats
(which must be external to the
organization), do not meet the criteria.


If any input is found to fail the criteria, reclassify:

Opportunity to Strength

Threat to Weakness
However be respectful of the participant’s perspectives –
you may have a ‘boundary problem.’ This will likely result
in two parallel threads:
1.
Internal to the enterprise, but external to the organization/program scope
2.
External to the enterprise
18
Step Five:
Analyze Patterns

There are only five categories for the
Strengths and Weaknesses1:
1.
2.
3.
4.
5.

People
Process
Technology
Organization (Structure and/or Culture)
Assets
Cluster input by category – you may
also have some sub-groupings or
attributes in your clusters
1 Adaptation of the ‘Five Pillars of Organizational Effectiveness’;
http://www.njcu.edu/assoc/njcuitma/documents/addendums/Organizational_Effectiveness.pdf
19
Example of Clustered Input
1. Review Input for Common Themes:
Large
Membership
Knowledgeable
People
Broad
Experience of
Charter Members
Dedicated Core
Team
Good Core
Strength of
Talent
Friendly
Environment
Leadership
From Board
Diverse
Experience
And Talents
Dedicated
Volunteers
SMC Planning
Session Team
Professional
Development
ASQ National
(Infrastructure
& Services)
Experienced
Leadership
Conference
Turnout
Local Member
Base (Hi Tech,
Skilled)
Planning
Program
Good Financial
Resources
20
Example of Clustered Input
2. Establish Clusters for Input into Categories:
People
Process
Assets
Technology
Organization
21
Example of Clustered Input
3. Cluster Input for into Categories:
People
Dedicated Core
Team
Experienced
Leadership
Good Core
Strength of
Talent
Knowledgeable
People
Diverse
Experience
And Talents
Local Member
Base (Hi Tech,
Skilled)
Professional
Development
Dedicated
Volunteers
Technology
Assets
Planning
Program
ASQ National
(Infrastructure
& Services)
Process
Broad
Experience of
Charter Members
SMC Planning
Session Team
Note: Repeat for Weaknesses
Organization
Good Financial
Resources
Large
Membership
Leadership
From Board
Friendly
Environment
Conference
Turnout
22
Step Six:
Build Storyboard
Primary Charter
Strength
Resulting
Strength/
Driver of Change
First Level
Objective
Weakness
Impedes
Threat
CSF #1
Central Strength
Supporting
Strength
Stimulus or
Force of Change
Opportunity
Significant
Gap
Minimizes/
Diminishes
Represents
Inertia/
Opposistion
Potential
Risk
Second Level
Objective
Value/Outcome
CSF #2
Ultimate Goal/
Value
CSF #3
CSF #4
‘Bad
Things’
23
Step Seven:
Walk the Wall
 Describe Legend:
 Obvious Contradiction: Yellow and Red
 Primary Charter:
Yellow to Green
 Critical Success Factor: Red to Blue
 Walk the Wall – ‘Tell the Story’
 Validate the Storyboard
 Does it sound right?
 Any additional thoughts?
 Do we have a mandate to proceed?
24
The ASQ Raleigh
Storyboard
Let’s ‘Walk the Wall’ Electronically
We possess a foundation of . . .
Local Member
Base (Hi Tech,
Skilled)
Conference
Turnout
committing and participating (as our)
representing
characterizing
Large
Membership
Broad
Experience of
Charter Members
forming
Knowledgeable
People
promoting
(participation from our)
Friendly
Environment
Dedicated Core
Team
Dedicated
Volunteers
Good Core
Strength of
Talent
leveraging
Diverse
Experience
And Talents
participating (as the)
SMC Planning
Session Team
focusing
Leadership
From Board
applying
Experienced
Leadership
conducting
Planning
Program
driving
supporting
ASQ National
(Infrastructure
& Services)
Professional
Development
funding
Good Financial
Resources
26
We have the potential to achieve
...
Increase Quality of
QMS via ISO
Between Industries
Website &
On-line
Systems
fostering
enabling
Interest in
Networking
stimulating
creating
(our ability to)
Corporate Interest in
Community
Improvement
More Networking
To Attract Member
Participation
Provide Extensive
Networking to
Membership
furthering
(our ability to)
promoting
(interest in)
resulting (in)
Community
Services
Strong Annual
Section
Conference
positioning
(us as the)
Resource for
Professional
Development
Participate with
Local Colleges
allowing (us to)
allowing
(us to)
increasing (overall)
Provide Knowledge
of ISO Quality
Fields (cross industry)
Member Participation
- Meeting attendance
- sharing best practice
- volunteer for leadership
Acquire new
Members to area
(Growing Region)
capitalizing
(on the)
Growing Area
(& thus Growing
Chapter)
27
If we can apply . . .
We can Achieve!
Local
Member
Base
(Hi Tech,
Skilled)
Increase
Quality of
QMS via ISO
Between
Industries
characterizing
committing and participating (as our)
Broad
representing Experience
Of Charter
Members
Conference
Turnout
promoting
(participation
from our)
Dedicated
Core
Team
leveraging
fostering
Corporate
Interest in
Community
Improvement
Diverse
Experience
And Talents
participating (as the)
Interest in
Networking
More
Networking
To Attract
Member
Participation
furthering
(our
ability to)
resulting
(in)
promoting
(interest in)
Strong
Annual
Section
Conference
Community
Services
positioning
(us as the)
Resource for
Professional
Development
SMC Planning
Session Team
focusing
Leadership
From Board
creating
(our ability to)
Provide
Extensive
Networking to
Membership
stimulating
forming Good Core
Strength of
Talent
Friendly
Environment
Website &
On-line
Systems
enabling
Large
Membership
Knowledgeable
People
Dedicated
Volunteers
Participate
with
Local
Colleges
Provide
Knowledge
of ISO
Quality
Fields
(cross industry)
allowing (us to)
applying
Experienced conducting Planning
Leadership
Program
allowing
(us to)
driving
supporting
Acquire
new
Members t
o area
(Growing
Region)
capitalizing
(on the)
Professional
Development
ASQ National
(Infrastructure
& Services)
funding
increasing
(overall)
Good
Financial
Resources
Member
Participation
- Meeting
attendance
- sharing best
practice
- volunteer for
leadership
Growing
Area
(& thus
Growing
Chapter)
28
However, there are a few things
we need to address . . .
creating
(the situation
where)
Lack of
Membership
Participation
restricting
(in our)
resulting
(in our)
Volunteers
(not enough)
contributing (to)
Ability to Obtain
Volunteers
Volunteer
Commitment
Leaders Get
Overwhelmed
(Conflicting Priorities)
forcing
resulting
(in)
Not Meeting
Deadlines
adding (to)
Low Board
Membership
resulting
(in)
Not Enough
Networking
perpetuating
(lack of)
challenging
(effective)
Poor
Communication
inhibiting
(execution
of)
Little Use of
$$ Resources
(which is)
deteriorating
Priority
Setting
Communication
(internal – board
External – members)
Coordination of
Logistics during
Program Events
Volunteers
Are not
Urgent
perpetuating
resulting
(in)
Member
Communication
Process
New Member
Welcome Process
New Members
Quitting
29
And there are a few things we
need to watch out for . . .
Open Board
Positions
necessitating (a)
Disconnect
With
ASQ - HQ
necessitating
(a)
Inadequate
Process Visibility
promoting
Dropping
Membership
Counts
driving (the)
Complacency
Of Members
driving
(the)
Dwindling
Membership
accelerating
resulting
(in)
Perception of
Quality as
Boring
inspiring
Other Raleigh
Quality Groups
External
Commitments
& Demands
compelling
Fiscal
Irresponsibility
Numerous
Venues
Of Training
Job Outsourcing
Causing
Job Loss
Potential
Weaker
Economy
initiating
30
If we fail to address . . .
Lack of
Membership
Participation
(which is)
resulting
creating
deteriorating
(in)
(the situation
where)
Volunteers
Volunteer
Not Meeting
Are not
Commitment
Deadlines
Urgent
CSF #3
resulting
(in our)
forcing
Open Board
Positions
necessitating (a)
Disconnect
With
ASQ - HQ
necessitating
(a)
Low Board
Membership
Volunteers
(not enough)
restricting
(in our)
contributing (to)
Ability to Obtain
Volunteers
Priority
Setting
Communication
(internal – board
External – members)
Coordination of
Logistics during
Program Events
Leaders Get
adding (to)
Overwhelmed
(Conflicting Priorities)
Dropping
Membership
Counts
driving (the)
promoting Complacency
Of Members
CSF #2
driving
(the)
Inadequate
Process Visibility
Dwindling
Membership
resulting
(in)
Not Enough
Networking
accelerating
CSF #1
resulting
(in)
perpetuating
(lack of)
challenging
(effective)
Poor
Communication
perpetuating
resulting
New Members
(in)
inhibiting
Quitting
(execution
of)
Member
Communication
Process
CSF #4
Little Use of
$$ Resources
We Fail!
Fiscal
Irresponsibility
New Member
Welcome Process
Perception of
Quality as
Boring
Other Raleigh
Quality Groups
inspiring
Job Outsourcing
Causing
Job Loss
External
Commitments
& Demands
compelling
Potential
Weaker
Economy
initiating
Numerous
Venues
Of Training
31
Address the True Critical
Success Factors (CSF’s)
CSF #1 – Communication
 If we fail to improve our communication:



within the board
from the board to the members
within the membership
 we risk increasing the frequency of departure of both new and dedicated members.
CSF #2 – Prioritization
 If we fail to establish an effective prioritization process and execution model, we risk
overwhelming leadership and our dedicated volunteers, which will result in;



missed deadlines;
increased cost; and
worsening communication
 all of which will diminish our performance and thus keep us form winning awards, or
worse lose our charter.
CSF #3 – Volunteerism
 If we fail to create a culture of enthusiastic and innovative volunteers, we risk:



wide spread complacency;
increasing departures; and
missed deadlines
 all of which will result in lower performance and can challenge our viability as an
ASQ chapter.
CSF #4 – Financial Management
 If we fail in effectively using our funds, we risk exaggerating:



our currently poor communication;
our lack and quality of our networking; and
our ability to attract and retain dedicated and enthusiastic members
32
The Completed Storyboard
Local
Member
Base
(Hi Tech,
Skilled)
Increase
Quality of
QMS via ISO
Between
Industries
characterizing
committing and participating (as our)
(which is)
creating
(the situation deteriorating
where)
Large
Membership
forming
Knowledgeable
People
Volunteers
Are not
Urgent
Good Core
Strength of
Talent
Lack of
Membership
Participation
resulting
(in)
leveraging
CSF #3 Open Board
Positions
Volunteer Not Meeting
Commitment Deadlines
Friendly
Environment
resulting
(in our)
participating (as the)
applying
Experienced
Leadership
conducting
Planning
Program
driving
driving
(the)
CSF #2
CSF #1
challenging
(effective)
Poor
Communication perpetuating
inhibiting
(execution
of)
Community
Services
Strong
Annual
Section
Conference
positioning
(us as the)
Resource for
Professional
Development
resulting
(in)
Perception of
Quality as
Boring
resulting
(in)New Members
Quitting
Member
Communication
Process
Other Raleigh
Quality Groups
Provide
Knowledge
of ISO
Quality
Fields
(cross industry)
accelerating
perpetuating
(lack of)
Professional
Development
promoting
(interest in)
Dwindling
Membership
resulting
(in)
Not Enough
Networking
supporting
ASQ National
(Infrastructure
& Services)
driving (the)
promoting
Complacency
Of Members
focusing
Coordination of
Logistics during
Program Events
furthering
(our
ability to)
Dropping
Membership
Counts
Inadequate
Process Visibility
Communication
(internal – board
External – members)
More
Networking
To Attract
Member
Participation
resulting
(in)
Leaders Get adding (to)
contributing (to)Overwhelmed
(Conflicting Priorities)
Priority
Setting
SMC Planning
Session Team
Leadership
From Board
necessitating
(a)
Low Board
Membership
Corporate
Interest in
Community
Improvement
stimulating
Interest in
Networking
Ability to Obtain
Volunteers
Dedicated
Core
Team
Disconnect
necessitating
(a)
With
ASQ - HQ
restricting Volunteers
(in our) (not enough)
Diverse
Experience
And Talents
Provide
Extensive
Networking to
Membership
fostering
forcing
promoting
(participation
from our)
creating
(our ability to)
enabling
Broad
Experience
Of Charter
Members
representing
Conference
Turnout
Website &
On-line
Systems
Dedicated
Volunteers
inspiring
External
Commitments
& Demands
Participate
with
Local
Colleges
Job Outsourcing
Causing
Job Loss
compellingPotential
Weaker
Economy
allowing (us to)
allowing
(us to)
Acquire
new
Members t
o area
(Growing
Region)
capitalizing
(on the)
initiating
funding
CSF #4
Good
Financial
Resources
Little Use of
Fiscal
$$ Resources Irresponsibility
New Member
Welcome Process
Numerous
Venues
Of Training
increasing
(overall)
Member
Participation
- Meeting
attendance
- sharing best
practice
- volunteer for
leadership
Growing
Area
(& thus
Growing
Chapter)
33
Case Study
. . . But First How about a Drink and a
Chat?