Many of us will be familiar with the use of SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis when initially defining strategy. Practitioners like Michael Watkins have argued that traditional SWOT analysis gets people to consider organizational strengths and weaknesses, but end up in “abstract, navel-gazing discussions about ‘what are we good at’ and ‘what are we bad at‘”. In other words, the SWOT exercise becomes rather un-purposeful and delivers less than useful outcomes.
Watkins himself suggests that we start in the reverse order looking at THREATS and OPPORTUNITIES first because it gets people to consider the external environment first.
John Seddon would call this looking at things from the ‘outside in’ and from a systems perspective this makes complete sense. You should not design organisations, or plans or strategies on the basis of what the plan should be like, but instead design in on the basis of the demands and needs that it must meet.
In other words, the relevant strengths and weaknesses of an organisation must be related to the actual demands, threats, constraints and opportunities which the organisation must face.
Apparently according to Watkins the only reason SWOT is presented as such is because the acronym is memorable and stuck. Again, management fad-ism seems to have overtaken sensible consideration of method (how you run a strategic development process)!
Remember when you conduct your SWOT – or more correctly TOWS analysis start by using your knowledge of threats and opportunities – defined by real data, including the performance achieved by the organisation and the demands. threats and expectations of other stakeholders (including for us in conservation- populations, species, ecosystems and landscapes).
Seddon, J. (2005) Freedom from Command and Control, Vanguard Press, Buckingham, UK.
Watkins M. (2007 From SWOT to TOWS: answering a readers querstion. Harvard Business Review) https://hbr.org/2007/03/from-swot-to-tows-answering-a-readers-strategy-question/