Strategic Planning and
Visioning: SWOT Technique
Strategic Planning and Visioning


Group process centered on four key
core processes in information-gathering
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 plan…what 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
group’s 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
Factors External
to program
Weakness
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 highquality 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
organization’s 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 organization’s
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
organization’s 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 can’t 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
Opportunities-external
Threats-external
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
Strengths-Internal
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 Facilitator’s
Fieldbook (2nd ed). AMACOM/American Management
Association.