Thanks for this post. For me the framework for analysis is rarely the issue, more the degree of focus and clarity from people doing the analysis. If you have clear goals and objectives, then you focus the output to deliver against them. SWOT can be useful. It can be useless.

Which way the coin falls depends on how it is approached, how well communicated the goals are to people taking part and outcomes are focussed on delivering against goals.
The problem with theory teaching is that often it lacks the real world application – I know from having done an MBA, the SWOT thing was just chucked in without giving any clear context and application. People learn best when what they are being asked to contribute to is framed by the context of their day to day job.

So if a SWOT project helps clarify what people have to do to contribute to the global goals to improve business performance, you’re likely to get greater buy-in than a fancy document that gathers dust because nobody knows how to apply it to their own roles and their team output.

Whether or not SWOT is the right approach depends on what you are trying to achieve. Start with goals/objectives & desired outcomes, then match back the methodology that fits the best.
Thanks
james

Is SWOT pointless? Hi Brian, thanks for your detailed comments – adding a bit more context to what Mark R said and recommending the approach you have found it has worked.

I agree – keep it customer-centred, research-based.

I like your summary:

“The key point is that it’s your customers that inform not a bunch of managers with a whiteboard”.

What I think Mark Ritson is referring to is an approach to a SWOT that is not customer led.

I quote

“I think SWOT is a subjective, pointless waste of time used by managers who don’t know any better.” (Said in the comments in the original article)

“…the completion of every SWOT always ends the same way. The manager in charge of the whiteboard asks if anyone else wants to add anything and the muffled silence that ensues indicates either that the job is done or, more likely, that its home time.”

I agree to some extent that this approach (or management guesses) may not be the most effective way to conduct a SWOT.

In contrast, a proper market led approach to a SWOT can be extremely worthwhile.

1. Starting with a segment of your market, ask your customers what factors do they take into consideration when they buy? In other words what are the critical success factors?

2. From this ask your customers to evaluate your organisations strengths and weakness against these factors.

The key point is that it’s your customers that inform not a bunch of managers with a whiteboard.

Done correctly, strengths and weaknesses alone has extreme value to any organisation.

Thanks for your comment Larry.

Yes, it’s established for a reason – it has value, especially in getting buy-in/input – particularly if you run a workshop with participants as you suggest, rather than just presenting it.