originally known as PF OPEDEPO method, SWOT, SWOT, SWOT or SWOT: Strengths, Weaknesses, Oportunities, Threats. It is a technique devised by Roland Christensen Kenneth Andrews and over 20 years and is used to understand the current situation of a company, organization, product or service, professional or academic performance, to make a better bargaining position, consider how we are making a sale and many other situations. The purpose of this tool is to help diagnose, according to this, to decide. It is a tool of strategic analysis to analyze internal and external elements of programs and projects.
The SWOT is represented by an array of double entry, called a SWOT matrix, in which the horizontal level discusses the positive and negative factors. Vertical reading analyzes the factors both internal and controllable by the program or project and external factors considered uncontrollable.
Strengths be used. All those positive elements that distinguish internal and the other program or project of the same class.
Opportunities should be exploited. Are those external situations, positive, which are generated in the environment and that once identified can be exploited.
Weaknesses be removed. Are internal problems that once identified and developed an adequate strategy, can and should be eliminated.
Threats should be avoided or persuade. Are negative situations outside the program or project that might go against it, so we come to the case, it may be necessary to devise an appropriate strategy to way through it.
Objectives To determine the situational reality
Have a picture of the situation from every angle. Show
policy determination to maintain the strengths, weaknesses to attack turning them into opportunities and opportunities on strengths and strategies to address threats not materialize or if they do, minimize their impact.
Using a participatory methodology also means that there is unity of thought among the participants, so that there is unity of action.
environment is related to the internal and external. In its original conception the SWOT have addressed the strengths and weaknesses into or Company analyzed the situation, and to the external analysis of opportunities and threats.
However, such division should not be used so rigidly, and in reality as there There are also internal weaknesses in the external environment, as well as the Opportunities and Threats Strengths, however it is recommended that F and D are directed internally, and O and A to the outside, which helps participants not to confuse weaknesses with threats.
By containing an analysis of the current situation (static analysis), also allows analysis the (dynamic analysis), for example when determining threats, not only is the existing inventory, but what could happen the future of certain variables persist.
Analysis the situation is achieved through the SWOT analysis allows systemic, as different variables are intertwined within the Pareto Principle (Cause / Effect), forcing in the form required a systemic view of the Company to understand the situation, including interrelating operation with national and international environment.
SWOT Method seems to be a straight forward process, but may face problems, as could be:
The degree of objectivity required when determining the opportunities and strengths is a real danger in the SWOT analysis.
Be careful not to fall into " illusions" or "unreal." The timing and strength must be real, raised in all objectivity even coldly, because it is not fool us all because we would be deceiving to the Company and the Company as we all are, we would be fooling everyone.
can use the following questions to guide this analysis, answering each question written in concrete and comprehensive manner, focusing on all aspects of the organization.
1. What have been our greatest achievements over the past five years? What actions should we undertake to build on these achievements?
2. What have been our main deficiencies during the last five years? What steps should be taken to minimize the impact of those disadvantages?
3. What are our strengths? How can we leverage these strengths from a strategic and operational perspective?
4. What are our major weaknesses? How can we correct or minimize its effects?
5. What key external factors - economic, political, regulatory, market, demographic and competitive - will affect us over the next five or ten years? What measures we take to address them effectively?
6. What are the major opportunities available to us in the next five or ten years? What can we do to take advantage of these opportunities?
7. What are the main threats or risks to our steady growth over the next five or ten years? What can we do to address them or lessen its effects?
8. What are our main markets today? Are there other markets where we could sell our products? If so, what is that markets and why?
9. What should we do in order to maintain the vitality and growth rate? Do you need new management guidelines? What and why are they necessary?
10. What are the three most important tasks we will face over the next ten years? Why are they important?
Source: Quigley, J. Vision: how leaders develop, share and sustain. Editorial Mc Graw Hill, Colombia, 1996.
The SWOT is represented by an array of double entry, called a SWOT matrix, in which the horizontal level discusses the positive and negative factors. Vertical reading analyzes the factors both internal and controllable by the program or project and external factors considered uncontrollable.
Strengths be used. All those positive elements that distinguish internal and the other program or project of the same class.
Opportunities should be exploited. Are those external situations, positive, which are generated in the environment and that once identified can be exploited.
Weaknesses be removed. Are internal problems that once identified and developed an adequate strategy, can and should be eliminated.
Threats should be avoided or persuade. Are negative situations outside the program or project that might go against it, so we come to the case, it may be necessary to devise an appropriate strategy to way through it.
Objectives To determine the situational reality
Have a picture of the situation from every angle. Show
policy determination to maintain the strengths, weaknesses to attack turning them into opportunities and opportunities on strengths and strategies to address threats not materialize or if they do, minimize their impact.
Using a participatory methodology also means that there is unity of thought among the participants, so that there is unity of action.
environment is related to the internal and external. In its original conception the SWOT have addressed the strengths and weaknesses into or Company analyzed the situation, and to the external analysis of opportunities and threats.
However, such division should not be used so rigidly, and in reality as there There are also internal weaknesses in the external environment, as well as the Opportunities and Threats Strengths, however it is recommended that F and D are directed internally, and O and A to the outside, which helps participants not to confuse weaknesses with threats.
By containing an analysis of the current situation (static analysis), also allows analysis the (dynamic analysis), for example when determining threats, not only is the existing inventory, but what could happen the future of certain variables persist.
Analysis the situation is achieved through the SWOT analysis allows systemic, as different variables are intertwined within the Pareto Principle (Cause / Effect), forcing in the form required a systemic view of the Company to understand the situation, including interrelating operation with national and international environment.
SWOT Method seems to be a straight forward process, but may face problems, as could be:
The degree of objectivity required when determining the opportunities and strengths is a real danger in the SWOT analysis.
Be careful not to fall into " illusions" or "unreal." The timing and strength must be real, raised in all objectivity even coldly, because it is not fool us all because we would be deceiving to the Company and the Company as we all are, we would be fooling everyone.
can use the following questions to guide this analysis, answering each question written in concrete and comprehensive manner, focusing on all aspects of the organization.
1. What have been our greatest achievements over the past five years? What actions should we undertake to build on these achievements?
2. What have been our main deficiencies during the last five years? What steps should be taken to minimize the impact of those disadvantages?
3. What are our strengths? How can we leverage these strengths from a strategic and operational perspective?
4. What are our major weaknesses? How can we correct or minimize its effects?
5. What key external factors - economic, political, regulatory, market, demographic and competitive - will affect us over the next five or ten years? What measures we take to address them effectively?
6. What are the major opportunities available to us in the next five or ten years? What can we do to take advantage of these opportunities?
7. What are the main threats or risks to our steady growth over the next five or ten years? What can we do to address them or lessen its effects?
8. What are our main markets today? Are there other markets where we could sell our products? If so, what is that markets and why?
9. What should we do in order to maintain the vitality and growth rate? Do you need new management guidelines? What and why are they necessary?
10. What are the three most important tasks we will face over the next ten years? Why are they important?
Source: Quigley, J. Vision: how leaders develop, share and sustain. Editorial Mc Graw Hill, Colombia, 1996.
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