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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.

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strategic planning and visioning
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
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
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
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
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
SWOT/OTSW Strategic Planning Process (1)

Factors Internal

to program

Strengths

Weakness

Opportunities

Threats

Factors External

to program

brainstorming questions
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
SWOT Facilitator
  • One who contributes structure and process to interactions so groups are able to function effectively and make high-quality decisions.
  • A helper and enabler whose goal is to support others as they achieve exceptional performance" – Bens (3)
the facilitator s role
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
SWOT Analysis
  • S – Strengths
  • W – Weaknesses
  • O – Opportunities-
  • T – Threats
swot internal factors
SWOT: Internal Factors
  • Strengths
    • Positive tangible and intangible attributes, internal to an organization.
    • They are within the organization’s control.
strengths
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
  • 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
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
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 factors1
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
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
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 analysis1
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)
create a plan of action
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
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
References
  • 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.