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SWOT Analysis A n important Step for strategic planning

SWOT Analysis A n important Step for strategic planning. Assoc. Prof. Dr. Wongsa Laohasiriwong Khon Kaen University. SWOT Analysis. Mission. Core Value. Vision and Goals. Strategy. Strategic Initiatives What we need to do ?. Strategic Initiatives What we need to do ?.

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SWOT Analysis A n important Step for strategic planning

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  1. SWOT AnalysisAn important Step for strategic planning Assoc. Prof. Dr. Wongsa Laohasiriwong Khon Kaen University

  2. SWOT Analysis Mission Core Value Vision and Goals Strategy Strategic Initiatives What we need to do ? Strategic Initiatives What we need to do ? Personal Objectives What Ineed to do?

  3. Change organization culture Organization & process redesign Market & customer relations Information management Personnel management Performance evaluation Strategic management Financial management Networking HPO Strategic Control Strategy Formulation Strategy Implementation GCS Strategy Map • Networking Individual SC Unit cost Methods Value Chain Benchmarking Structure Design Value for money SWOT Analysis GSMS/GFMIS Capacity Building PMQA Risk Management Blueprint for Change Change Management Process Improvement Knowledge Management Technology Development eAuction/eProcurement Survey customer sataisfaction • Participation Balanced Scorecard

  4. Steps for strategic planning Step 4 Setup step Step 1 Step 3 Step 2 Vision, strategic issues, goals SWOT analysis Strategies Action plan Project setup

  5. Organizational Diagnosis • SWOT Analysis • 7’s Mackincy Model • Balanced Scorecard • Six Box model

  6. SWOT Analysis 1. Strength 2. Weakness 3. Opportunity 4. Threat

  7. SWOT • Strengths: attributes of the person or company that are helpful to achieving the objective. • Weaknesses: attributes of the person or company that are harmful to achieving the objective. • Opportunities: external conditions that are helpful to achieving the objective. • Threats: external conditions which could do damage to the objective.

  8. TOWS Analysis 1. Start fromT = threat To know the situation 2. Follow byO = Opportunity What are opportunity to survive, achievement, on what conditions? 3.Then analyses W =Weakness What should be improved? 4.ThenS =Strength What we have to be used for improvement

  9. T(PESTELI) Department/ Organisation O(PESTELI) W(7S) S(7S)

  10. PEST ANALYSIS • P : Politics • E : Economics • S : Social • T : Technologies

  11. PESTELI ANALYSIS • P : Politics • E : Economics • S : Social • T : Technologies • E : Ecology • L : Legal • I : Industry

  12. Table for Opportunities and threats of Environment outside the organization

  13. The McKinsey 7-S Framework Robert Waterman, Tom Peters and Julien Philips  Structure Strategy Systems Shared Value Style Skill Staffs Waterman Jr., Robert H., Peters, Thomas J., and Julien R. Phillips. 1980. "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14

  14. McKinsey 7S Model • Strategy Plans for the allocation of a firm's scarce resources, over time, to reach identified goals. Environment, competition, customers. • Structure The way the organization's units relate to each other: centralized, functional divisions (top-down); decentralized (the trend in larger organizations); matrix, network, holding, etc. • Systems The procedures, processes and routines that characterize how important work is to be done: financial systems; hiring, promotion and performance appraisal systems; information systems.

  15. McKinsey 7S Model • Skills Distinctive capabilities of personnel or of the organization as a whole. • Staff Numbers and types of personnel within the organization. • Style Cultural style of the organization and how key managers behave in achieving the organization’s goals. • Shared Value The interconnecting centre of McKinsey's model is: Shared Values. What the organization stands for and what it believes in. Central beliefs and attitudes.

  16. Marvin Weisbord Six-Box Model (Weisbord’s Model) • Purposes: What 'businesses' are we in? • Structure: How do we divide up the work? • Relationships: How do we manage conflict (coordinate) among people? With our technologies? • Rewards: Is there an incentive for doing all that needs doing? • Leadership: Is someone keeping the boxes in balance? • Helpful mechanisms: Have we adequate coordinating technologies? http://www.reflectlearn.org/discover/the-marvin-weisbord-six-box-model-weisbord%E2%80%99s-model

  17. Table for Strength and weakness

  18. SWOT MATRIX • Identify 1: Outside: Opportunity / Threat 5 -10 items 2. Inside: Strength / Weakness 5 -10 items -. Scenario planning or SWOT Matrix as following

  19. SO Strategies WO Strategies ST Strategies WT Strategies

  20. Opportunity Growth Stars Stability Question Marks Strength Weakness Stability Cash cows Retrenchment Dogs Threat

  21. TOWS Matrix • SO : use its strengths to take advantage of opportunities • ST : consider a strength to avoid threat • WO : take advantage of opportunities by overcoming weaknesses • WT : defensive and act to minimize weaknesses and avoid threats

  22. Financial Perspective Vision & Strategy Internal Process Perspective Customer Perspective Learning & Growth Perspective Balanced Scorecard

  23. Balanced Scorecard 4Perspectives 1. Customer Perspective. 2. Financial Perspective. 3. Internal Process Perspective. 4. Learning and Growth Perspective. Balanced Based on Vision of the organization

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