WHAT IS A SWOT ANALYSIS AND WHY SHOULD YOU USE ONE?
WHEN DO YOU USE SWOT?
WHAT ARE THE ELEMENTS OF A SWOT ANALYSIS?
HOW DO YOU CREATE A SWOT ANALYSIS?
HOW DO YOU USE YOUR SWOT ANALYSIS?
Change is an inevitable part of community organizing. If you
know how to take stock of the strengths, weaknesses, opportunities,
and threats, you are more likely to plan and act effectively.
SWOT provides a tool to explore both internal and external
factors that may influence your work.
WHAT IS A SWOT ANALYSIS AND WHY SHOULD YOU USE ONE?
SWOT stands for:Strength,Weakness,Opportunity,Threat. A SWOT
analysis guides you to identify your organizations strengths and
weaknesses (S-W), as well as broader opportunities and threats
(O-T). Developing a fuller awareness of the situation helps with
both strategic planning and decision-making.
The SWOT method was originally developed for business and
industry, but it is equally useful in the work of community health
and development, education, and even for personal growth.
SWOT is not the only assessment technique you can use. Compare
it withother assessment toolsin the Community Tool Boxto determine
if this is the right approach for your situation.The strengths of
this method are its simplicity and application to a variety of
levels of operation.
WHEN DO YOU USE SWOT?
A SWOT analysis can offer helpful perspectives at any stage of
an effort. You might use it to:
Explore possibilities for new efforts or solutions to
problems.
Make decisions about the best path for your initiative.
Identifying your opportunities for success in context of threats to
success can clarify directions and choices.
Determine where change is possible. If you are at a juncture or
turning point, an inventory of your strengths and weaknesses can
reveal priorities as well as possibilities.
Adjust and refine plans mid-course. A new opportunity might open
wider avenues, while a new threat could close a path that once
existed.
SWOT also offers a simple way of communicating about your
initiative or program and an excellent way to organize information
you've gathered from studies or surveys.
WHAT ARE THE ELEMENTS OF A SWOT ANALYSIS?
A SWOT analysis focuses on Strengths, Weaknesses, Opportunities,
and Threats.
Remember that the purpose of performing a SWOT is to reveal
positive forces that work together and potential problems that need
to be recognized and possibly addressed.
We will discuss the process of creating the analysis below, but
first here are a few sample layouts for your SWOT analysis.
Ask participants to answer these simple questions: what are the
strengths and weaknesses of your group, community, or effort, and
what are the opportunities and threats facing it?
Internal
External
Strengths
Weaknesses
Opportunities
Threats
If a looser structure helps you brainstorm, you can group
positives and negatives to think broadly about your organization
and its external environment.
Positives
Negatives
Strengths
Assets
Resources
Opportunities
Prospects
Weaknesses
Limitations
Restrictions
Threats
Challenges
Below is athird option for structuring your SWOT analysis, which
maybe appropriate for a larger initiative that requires detailed
planning. This "TOWS Matrix" is adapted from Fred David'sStrategic
Managementtext.
STRENGTHS1.2.3.4.
WEAKNESSES1.2.3.4.
OPPORTUNITIES1.2.3.4.
Opportunity-Strength (OS) StrategiesUse the strengths to take
advantage of opportunities1.2.
Opportunity-Weakness (OW) StrategiesOvercome weaknesses by
taking advantage of opportunities1.2.
THREATS1.2.3.4.
Threat-Strength (TS) StrategiesUse strengths to avoid
threats1.2.
Threat-Weakness (TW) StrategiesMinimize weaknesses and avoid
threats1.2.
David gives an example for Campbell Soup Company that stresses
financial goals, but it also illustrates how you can pair the items
within a SWOT grid to develop strategies. (This version of the
chart is abbreviated.)
STRENGTHS
Current profit ratio increased
Employee morale high
Market share has increased
WEAKNESSES
Legal suits not resolved
Plant capacity has fallen
Lack of strategic management system
OPPORTUNITIES
Western European unification
Rising health consciousness in selecting foods
Demand for soups increasing annually
Opportunity-Strength (OS) Strategies
Acquire food company in Europe (S1, S3, O1)
Develop new healthy soups (S2, O2)
Opportunity-Weakness (OW) Strategies
Develop new Pepperidge Farn products (W1, O2, O3)
THREATS
Low value of dollar
Tin cans are not biodegradable
Threat-Strength (TS) Strategies
Develop new biodegradable soup containers (S1, T2)
Threat-Weakness (TW) Strategies
Close unprofitable European operations (W3, T1)
This example also illustrates how threats can become
opportunities (and vice versa). The limitation of tin cans (which
aren't biodegradable) creates an opportunity for leadership in
developing biodegradable containers. There are several formats you
can use to do a SWOT analysis,including abasic SWOT formthat you
can use to prompt analysis, but whatever format you use, don't be
surprised if your strengths and weaknesses don't precisely match up
to your opportunities and threats. You might need to refine, or you
might need to simply look at the facts longer, or from a different
angle. Your chart, list or table will certainly reveal
patterns.
LISTING YOUR INTERNAL FACTORS: STRENGTHS AND WEAKNESSES (S,
W)
Internal factors include your resources and experiences. General
areas to consider:
Human resources - staff, volunteers, board members, target
population
Physical resources - your location, building, equipment
Financial - grants, funding agencies, other sources of
income
Activities and processes - programs you run, systems you
employ
Past experiences - building blocks for learning and success,
your reputation in the community
Don't be too modest when listing your strengths. If you're
having difficulty naming them, start by simply listing your
characteristics (e.g., we're small, we're connected to the
neighborhood). Some of these will probably be strengths.
Although the strengths and weakness of your organization are
your internal qualities, don't overlook the perspective of people
outside your group. Identify strengths and weaknesses from both
your own point of view and that of others, including those youserve
or deal with. Do others see problems--or assets--that you
don't?
How do you get information about how outsiders perceive your
strengths and weaknesses? You may know already if you've listened
to those you serve. If not, this might be the time to gather that
type of information. See related sectionsfor ideas on
conductingfocus groups, usersurveys, andlistening sessions.
LISTING EXTERNAL FACTORS: OPPORTUNITIES AND THREATS (O, T)
Cast a wide net for the external part of the assessment. No
organization, group, program, or neighborhood is immune to outside
events and forces. Consider your connectedness, for better and
worse, as you compile this part of your SWOT list.
Forces and facts that your group does not control include:
Future trendsin your field or the culture
The economy - local, national, or international
Funding sources - foundations, donors, legislatures
Demographics - changes in the age, race, gender, culture of
those you serve or in your area
The physical environment (Is your building in a growing part of
town? Is the bus company cutting routes?)
Legislation (Do new federal requirements make your job
harder...or easier?)
Local, national or international events
HOW DO YOU CREATE A SWOT ANALYSIS?
WHO DEVELOPS THE SWOT?
The most common users of a SWOT analysis are team members and
project managers who are responsible for decision-making and
strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it
will be more effective if you take advantage of many stakeholders.
Each person or group offers a different perspective on the
strengths and weaknesses of your program and has different
experiences of both.
Likewise, one staff member, or volunteer or stakeholder may have
information about an opportunity or threat that is essential to
understanding your position and determining your future.
WHEN AND WHERE DO YOU DEVELOP A SWOT ANALYSIS?
A SWOT analysis is often created during a retreat or planning
session that allows several hours for brainstorming and analysis.
The best results come when the process is collaborative and
inclusive.
When creating the analysis, people are asked to pool their
individual and shared knowledge and experience. The more relaxed,
friendly and constructive the setting, the more truthful,
comprehensive, insightful, and useful your analysis will be.
HOW DO YOU DEVELOP A SWOT ANALYSIS?
Steps for conducting a SWOT analysis:
Designate a leader or group facilitator who has good listening
and group process skills, and who can keep things moving and on
track.
Designate a recorder to back up the leader if your group is
large. Use newsprint on a flip chart or a large board to record the
analysis and discussion points. You can record later in a more
polished fashion to share with stakeholders and to update.
Introduce the SWOT method and its purpose in your organization.
This can be as simple as asking, "Where are we, where can we go?"
If you have time, you could run through a quick example based on a
shared experience or well-known public issue.
Depending on the nature of your group and the time available,
let all participants introduce themselves. Then divide your
stakeholders into smaller groups. If your retreat or meeting draws
several groups of stakeholders together, make sure you mix the
small groups to get a range of perspectives, and give them a chance
to introduce themselves.
The size of these depends on the size of your entire group
breakout groups can range from three to ten. If the size gets much
larger, some members may not participate.
Have each group designate a recorder, and provide each with
newsprint or dry -erase board. Direct them to create a SWOT
analysis in the format you choose-a chart, columns, a matrix, or
even a page for each quality.
Give the groups 20-30 minutes to brainstorm and fill out their
own strengths, weakness, opportunities and threats chart for your
program, initiative or effort. Encourage them not to rule out any
ideas at this stage, or the next.
Remind groups thatthe way to have a good idea is to have lots of
ideas. Refinement can come later. In this way, the SWOT analysis
also supports valuable discussion within your group or organization
as you honestly assess.
It helps to generate lots of comments about your organization
and your program, and even to put them in multiple categories if
that provokes thought.
Once a list has been generated, it helps to refine it to the
best 10 or fewer points so that the analysis can be truly
helpful.
Reconvene the group at the agreed-upon time to share results.
Gather information from the groups, recording on the flip-chart or
board. Collect and organize the differing groups' ideas and
perceptions.
Proceed in S-W-O-T order, recording strengths first, weaknesses
second, etc.
Or you can begin by calling for the top priorities in each
category -the strongest strength, most dangerous weakness, biggest
opportunity, worst threat--and continue to work across each
category.
Ask one group at a time to report ("Group A, what do you see as
strengths?") You can vary which group begins the report so a
certain group isn't always left "bringing up the end" and repeating
points made by others. ("Group B, let's start with you for
weaknesses.")
Or, you can open the floor to all groups ("What strengths have
you noted?") for each category until all have contributed what they
think is needed.
Discuss and record the results. Depending on your time frame and
purpose:
Come to some consensus about the most important items in each
category
Relate the analysis to your vision, mission, and goals
Translate the analysis to action plans and strategies
If appropriate, prepare a written summary of the SWOT analysis
to share withparticipants for continued use in planning and
implementation.
More ideas on conducting successful meetings can be found in
Community Tool Box resources onconducting public forums and
listening sessions,conducting focus groups, andorganizing a
retreat.
HOW DO YOU USE YOUR SWOT ANALYSIS?
Better understanding the factors affecting your initiative put
you in a better position for action. This understanding helps as
you:
Identify the issues or problems you intend to change
Set or reaffirm goals
Create an action plan
As you consider your analysis, be open to the possibilities that
exist within a weakness or threat. Likewise, recognize that an
opportunity can become a threat if everyone else sees the
opportunity and plans to take advantage of it as well, thereby
increasing your competition.
Finally, during your assessment and planning, you might keep an
image in mind to help you make the most of a SWOT analysis:Look for
a "stretch," not just a "fit."As Radha Balamuralikrishna and John
C. Dugger of Iowa State University point out, SWOT usually reflects
your current position or situation. Therefore one drawback is that
it might not encourage openness to new possibilities. You can use
SWOT to justify a course that has already been decided upon, but if
your goal is to grow or improve, you will want to keep this in
mind.
IN SUMMARY
A realistic recognition of the weaknesses and threats that exist
for your effort is the first step to countering them with a robust
set of strategies that build upon strengths and opportunities. A
SWOT analysis identifies your strengths, weaknesses, opportunities
and threats to assist you in making strategic plans and
decisions.
Contributor
Val Renault
OnlineResources
Quality Guide: SWOT Analysisis a helpful guide from Management
Sciences for Health and United Nations Children's Fund.
Mind Tools: SWOT Analysisprovidesa quick overview of SWOT
Print Resources
David, F.(1993).Strategic Management, 4th Ed. New York, NY:
Macmillan Publishing Company.
Jones, B. (1990).Neighborhood Planning: A Guide for Citizens and
Planners. Chicago and Washington, DC: Planners Press, American
Planning Association.
DEVELOPING AND USING A SWOT ANALYSIS
___Your group or organization has determined, based on its
strengths and characteristics, to use a SWOT analysis to help
develop strategies for change
___You have designed your retreat or meeting as well as the form
of the SWOT analysis you will conduct
___You have involved a diverse group of stakeholders in creating
the SWOT assessment
___You conducted the SWOT analysis meeting and generated a list
of internal strengths and weaknesses and external opportunities and
threats
___You considered the SWOT factors from others' points of views
as well as your own
___You have used your SWOT analysis as a tool to discover or
confirm areas for action and improvement
___You have used your SWOT analysis to develop strategies for
change
CONDUCTING A SWOT ANALYSIS
___ At your meeting or retreat, designate a leader or group
facilitator
___ Designate a recorder if your group is large. Use newsprint
on a flip chart or a large board to record the analysis and
discussion points
___Introduce the SWOT method and its purpose in your
organization
___Divide your stakeholders into smaller groups (of three to 10,
depending on your size). Mix the small groups to get a range of
perspectives, and give people a chance to introduce themselves
___Direct each group to designate a recorder, and provide each
with newsprint or dry-erase board. Instruct them to create a SWOT
analysis in the format you choose -a chart, columns, a matrix, or
even a page for each quality
___Give the groups 20-30 minutes to brainstorm and fill out
their own strengths , weakness, opportunities and threats chart for
your program, initiative or effort
___Reconvene the group to share results, recording on the
flip-chart or board. Collect and organize the differing groups'
ideas and perceptions by asking for results from one group at a
time or by opening the floor to all groups. Use one of the
following orders to record results:
S-W-O-T order, recording strengths first, weaknesses second,
etc.
Top priority order for each category -the strongest strength,
most dangerous weakness, biggest opportunity, worst threat
___Discuss insights, repeated items, and cross connections
between categories -"This strength plays into that opportunity"
___Use the results to support your purpose for the meeting:
Come to some consensus about most important items in each
category
Relate the analysis to your vision, mission, and goals
Translate the analysis to action plans and strategies
___If appropriate, prepare a written summary of the SWOT
analysis for participants to use in planning and implementing your
effort
EXAMPLE 1: USING SWOT FOR A NEIGHBORHOOD DEVELOPMENT PROJECT
A neighborhood group in Chicago developed combined lists for
their SWOT analysis, one for positives and one for negatives. They
agreed upon these internal and external factors:
SOME STRENGTHS AND OPPORTUNITIES (POSITIVES)
Trust among partners
Intellectual capacity
People who are committed to the work
Neighborhood with a proud history
Right people at the table
Ability to influence policy
History of collaboration
Experience in community development
Attention of internal and external investors
SOME LIMITATIONS AND CHALLENGES (NEGATIVES)
Violence and gangs among youth
People in the community need to define success
Not enough people doing the work
Funders need to become genuine partners
Difficulty balancing service delivery and advocacy
Partnering takes time; more resources needed
Regional planning that harms community
While the terms are general, the analysis still offered
direction to the participants in their planning. The group
identified one of their strengths as people who are committed to
the work, while one of their weaknesses was difficulty balancing
service delivery and advocacy. They needed to be aware of both
internal qualities as they formed strategies for community
change.
When they looked to their external and internal opportunities,
the group realized they had the attention of funders. They could
capitalize on this opportunity for grant money, but they needed to
define projects with an awareness of an internal weakness: people
in the community need to define success. If the group accepts a
grant to carry out a project that the community does not consider
important (i.e., has not defined as success), their future
effectiveness could be compromised.
More specifically, the neighborhood group knew they want to make
improvements in certain goal areas, so they used the SWOT analysis
to guide planning.
One goal area was economic development and job creation. Knowing
they possessed certainstrengths, they developed a plan that
addressed some of theirweaknesses:
Strength and Opportunity
Weakness and Limitation
Experience in community development
Attention of internal and external investors
Neighborhood with a proud history
Funders need to become genuine partners
Violence and gangs among youth
Based on these facts, they devised an economic development
strategy:
To create a community revolving loan fund to support start-up of
small businesses.
This would bring the neighborhood's investors into a partnership
with the neighbors (matching opportunity with limitation) and the
creation of jobs could offer other opportunities to youth who were
tempted to join gangs (addressing a weakness).
The neighborhood group also concluded that certain strengths
equipped them to take on another threat. Here's another example
minus the box.
Based on these facts about their group's assets:
Ability to influence policy
Right people at the table
History of collaboration
The members developed two broad strategies to address this
liability:
Regional planning that harms the community
Thestrategiesthey formed were:
To promote citizen involvement in key policy issues that affect
the neighborhoods (e.g., fair housing, welfare reform, public
safety).
To enhance participation, involvement, and influence of
neighborhood leaders and organizations on broader policy
issues.
In this way, even a very simple SWOT analysis can be a basis for
brainstorming and concrete planning, within the context of the
vision, mission, and purpose an organization has already
established.
After the SWOT analysis, of course, the neighborhood group moved
on to the next step--developing action plans to implement its
strategies. Information from the SWOT was useful in that context as
well, helping to clarify strengths and weaknesses in resources and
experience.
ContributorVal Renault
TOOL: PERFORMING A SWOT ANALYSIS
Here are some general questions in each SWOT category to prompt
analysis of your organization, community, or effort.
Positives
Negatives
Internal
Human resources
Physical resources
Financial resources
Activities and processes
Past experiences
StrengthsWhat are your own advantages, in terms of people,
physical resources, finances?
What do you do well? What activities or processes have met with
success?
WeaknessesWhat could be improved in your organization in terms
of staffing, physical resources, funding?
What activities and processes lack effectiveness or are poorly
done?
External
Future trends - in your field or the culture
The economy
Funding sources (foundations, donors, legislatures)
Demographics
The physical environment
Legislation
Local, national, or international events
OpportunitiesWhat possibilities exist to support or help your
effort - in the environment, the people you serve, or the people
who conduct your work?
What local, national, or international trends draw interest to
your program?
Is a social change or demographic pattern favorable to your
goal?
Is a new funding source available?
Have changes in policies made something easier?
Do changes in technology hold new promise?
ThreatsWhat obstacles do you face that hinder the effort - in
the environment, the people you serve, or the people who conduct
your work?
What local, national, or international trends favor interest in
other or competing programs?
Is a social change or demographic pattern harmful to your
goal?
Is the financial situation of a funder changing?
Have changes in policies made something more difficult?
Is changing technology threatening your effectivess?
Contributor
Val Renault
Como Desenvolver uma Matriz ou Anlise SWOT (FOFA)
Leandro Borges9 commentsConceitos De Gesto
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O que :A famosa matriz SWOT, tambm dita anlise, foi desenvolvida
na dcada de 60 na Universidade de Stanford e, rapidamente, se
transformou num exerccio/mtodo utilizado por todas as principais
empresas do mundo na formulao de suas estratgias.
Significado:O nome, SWOT, uma sigla que significa Strenghts
(Foras), Weaknesses (Fraquezas), Opportunities (Oportunidades) e
Threats (Ameaas). Por essa razo, o exerccio tambm conhecimento como
anlise/matriz FOFA, em portugus.
Quando usar:Essas reas so separadas entre anlise interna (foras
e fraquezas) e anlise externa (oportunidades e ameaas). Alm disso,
tambm existe a viso dos elementos que ajudam (foras e
oportunidades) e aqueles que atrapalham (ameaas e fraquezas).
Assim, a SWOT ou FOFA se torna um exerccio completo de anlise de
ambiente que deve ser aplicado em qualquer processo de planejamento
estratgico.
Como fazer:O exerccio de criar a sua matriz SWOT consiste em
levantar o maior nmero possvel de itens para cada rea. Portanto,
vamos analisar ponto a ponto.
I) Foras:
As foras so elementos internos que trazem benefcios para o seu
negcio. Uma outra maneira de pensar sobre isso imaginar os
elementos que esto sobre o seu controle, ou seja, voc consegue
decidir se mantm ou no a situao. Alguns exemplos podem ser:
1) A unio da sua equipe2) Uma certa quantidade de ativos
(imveis, equipamento moderno, etc)3) Localizao privilegiada4)
Relacionamentos estratgicos5) Modelo de cobrana
So praticamente infinitas as foras que podem ser listadas em um
negcio, mas importante focar no que realmente faz diferena e,
tambm, elementos que podem ser trabalhados em cima. Faz-se uma
anlise SWOT no apenas para refletir, mas para criar um plano de ao.
Vamos aprofundar o exemplo acima.
1) A unio da sua equipe-> Montar um sistema de remunerao
integrado2) Uma certa quantidade de ativos (imveis, equipamento
moderno, etc)-> Capitalizao barata3) Localizao privilegiada->
Focar em estratgias de marketing no local4) Relacionamentos
estratgicos-> Segmentar projetos para esse pblico que temos
acesso5) Modelo de cobrana-> Preos mais competitivos ou
economias no estoque.
Na LUZ, criamos uma lista de foras para ajudar:
II) Fraquezas:
As fraquezas so elementos internos que atrapalham o negcio. De
modo complementar s foras, so aquelas caractersticas dentro do seu
controle, mas que no ajudam na realizao da misso. Alguns exemplos
so:
1) Produto altamente perecvel2) Matria prima escassa3) Equipe
pouco qualificada4) Tecnologia ultrapassada5) Processo de
entrega
Novamente, o interessante buscar aes para mitigar essas
fraquezas. Logicamente, importante sair do lugar comum como falta
de dinheiro -> conseguir mais dinheiro. Isso sido dito, vamos
aos exemplos:
1) Produto altamente perecvel-> Fazer uma precificao amigvel
troca e retorno ao ponto de venda2) Matria prima escassa-> Mudar
de matria prima ou assumir um posicionamento de luxo3) Equipe pouco
qualificada-> Desenvolver produtos mais simples ou mudar o
processo para aproveit-los4) Tecnologia ultrapassada-> Vender a
estrutura para outras empresas5) Processo de entrega lento->
Deixar o cliente retirar ele mesmo o produto com mega desconto
III) Oportunidades:
As oportunidades so as situaes externas empresa que podem
acontecer e afetar positivamente no negcio. Estes fenmenos
normalmente esto fora do controle da empresa, mas existe uma chance
deles acontecerem. Alguns exemplos so:
1) Vai sair uma nova lei2) Pode surgir um novo curso3) Minha
concorrente precisa de ajuda4) Ter acesso uma nova tecnologia5)
Algum produto complementar ao meu ser lanado
As oportunidades so muito perecidas com sonhos do tipo se isso
acontecer, vai ser muito bom.. E, embora elas estejam fora do
controle da empresa, deve-se haver uma preparao mnima para o caso
dela ocorrer. Vamos avanar com os exemplos:
1) Vai sair uma nova lei-> Desenvolver um produto especfico
para atend-la2) Pode surgir um novo curso-> Planejar para os
funcionrios terem acesso ele3) Minha concorrente precisa de
ajuda-> Podemos fazer uma fuso ou aquisio4) Ter acesso uma nova
tecnologia-> Planejar uma nova linha de produtos5) Algum produto
complementar ao meu ser lanado-> Buscar parceria de
marketing
IV) Ameaas:
Por fim, as ameaas so situaes externas empresa que podem
atrapalhar o negcio. Assim como as oportunidades, esto fora do
controle da empresa, mas sabe-se que existe uma chance de
acontecerem. Alguns exemplos, so:
1) Entrada de um concorrente internacional no mercado2)
Pirataria dos seus produtos3) Mudana na legislao do seu setor4)
Escassez de mo de obra5) Catastrofes naturais/guerras
As ameaas podem ser traduzidas pelos medos que existem por parte
da gesto da empresa. Igualmente s oportunidades, deve-se pensar,
mesmo que por alto, maneiras de mitig-las. Vamos l:
1) Entrada de um concorrente internacional no mercado-> Fazer
contrato de longo prazo com fornecedores2) Pirataria dos seus
produtos-> Estratgias para usar o marketing gratuito gerado3)
Mudana na legislao do seu setor->Desenvolver um produto
especfico para atend-la4) Escassez de mo de obra -> Desenvolver
um curso de capacitao prprio seu5) Catstrofes naturais/guerras->
Ter planos alternativos e buscar novos mercados
Concluso:
A criao da matriz/anlise SWOT (FOFA) etapa essencial para
qualquer planejamento estratgico de sucesso.Aqui na LUZ, oferecemos
ferramentas de gesto para empresas, incluindo umaplanilha em excel
pronta com sugestes de perguntas para a realizao da sua Anlise
SWOT.
Nesta planilha, criamos um grfico que permite visualizar a
situao da sua empresa de uma s vez, veja exemplo abaixo!
- See more at:
http://blog.luz.vc/o-que-e/como-desenvolver-uma-matriz-ou-analise-swot-fofa/#sthash.PVD7F9wT.dpuf