SWOT 2.0: do it yourself tool

No, you do not need an external consultant to properly conduct a SWOT 2.0 session. However, a supervisor is required to ensure that the SWOT 2.0 process runs smoothly. The facilitator can also very well be a colleague.

In some cases it can be useful to opt for external guidance (for experience and expertise). However, conducting a SWOT 2.0 session without external guidance is no problem at all.

An analysis of the strategy was not enough to start the change process. Linking other tools to the SWOT was insufficiently effective. It remained difficult to deliver objectives and an action plan in addition to an analysis of the strategy.

SWOT 2.0 appears to be very effective in 80% of cases. In addition to a (strategic) analysis, you also receive concrete objectives linked to a targeted action plan. You can start working with a team the next day.

A SWOT 2.0 license means that you are not allowed to sell SWOT 2.0 as a product. Anyone can use SWOT 2.0 and that is no different than with the SWOT Analysis. There are no restrictions when applying SWOT 2.0.

All consultancy services related to guiding SWOT 2.0 sessions can of course be made affordable. SWOT 2.0 can be offered as part of a change process, but charging money for it is not allowed.

On this website you can find a lot of information about SWOT 2.0. In 2 eBooks it is well explained what the differences are with the SWOT Analysis and SWOT 2.0. Clear instructions have also been added, so that you can guide a SWOT 2.0 session yourself.

The FAQ and Support page provides answers to ambiguities that may still exist. Additional questions for help can also be asked via the contact form. I am happy to tell you and your colleagues more about the application of SWOT 2.0. Occasionally I also act as a speaker on topics related to change management.

The Focus step gives the team a chance to thoroughly understand what the SWOT 2.0 session is all about. Although for the SWOT 2.0 team itself it is a short step in the time spent, it is a very important step for the client. Thinking carefully about the scope in advance, determining what it is all about and how you can express it clearly, are decisive for the success and progress of the SWOT 2.0 session.

A clear and good explanation from the client’s side is decisive for a successful SWOT 2.0 session.

The opportunity step should be performed as context-free as possible. This phase, which often comes about through brainstorming, requires creativity without mental blocks.

Anything that could hinder participants in their thinking process in this step should be avoided as much as possible. The feasibility and relevance of the opportunities will automatically emerge in the follow-up process.

Immediately starting to think about the opportunities also gives the team a lot of energy. After this phase, the client immediately sees how well his assignment has been understood (Focus).

The Potential step, together with the Focus phase, provides the input to determine the objectives. The Opprtunities bring back the possibilities without limitations. The Strengths indicate which opportunities of an organization are actually within reach. The gaps also become visible in terms of strengths that need to be further developed.

When determining the objectives, there is more than enough input to get started. It is then of course important, looking at the Potential phase, to make these objectives as SMART as possible.

SMART objectives can only be properly formulated if there is a reasonable consensus within a team. And that is precisely why the first two steps (Focus and Potential) are very important. Once there is consensus, objectives can also be set as Specific, Measurable, Attainable, Relevant and Time-bound. Setting the objectives SMART helps enormously in motivating and enthusing the SWOT 2.0 team.

SMART objectives provide the input to identify weaknesses and threats. Above all, they provide the energy that is needed to really go for success as a team.

Obstacles in SWOT 1.0 often produce an extensive list of everything that is wrong, both inside and outside the organization. Points are almost always mentioned that are not relevant at all in the context of the objectives set.

However, the Weaknesses and Threats do give a blocking and unpleasant feeling, even if they are irrelevant. With SWOT 2.0 you prevent this by only recording the Obstacles that are related to the set goals. That saves a lot of negative energy caused by general and irrelevant obstacles. And that saves even more in the unnecessary loss of energy and motivation in a team.

In all SWOT 2.0 sessions that took place during the long-term test situation (several years, more than 25 sessions), this did not occur once. In theory, however, this could happen.

Something went wrong somewhere in the Potential phase and/or when making objectives SMART. In such a case, a step back must be taken. The target that is blocked will have to be critically examined. Is it really SMART and consistently drawn up, after checking with the first steps?

Again, this has not happened so far.

The action plan gives the opportunity to start the change/improvement process the next day. It also ensures that the team can close the session very positively and enthusiastically. Where SWOT 1.0 ends in a minor (Threats), the end of SWOT 2.0 gives a huge boost to the team. Thanks to the action plan, the team can get started quickly and they share the enthusiasm together.

It is not so bad that it is not exactly clear who is responsible for what action. You can also determine this in the days after the SWOT 2.0 session.

What remains is the high motivation and the will to be successful as an organization.

After a SWOT 2.0 session, you can immediately feedback the results to the organization the next day. What are the goals and what needs to be done to achieve them. And of course how did the SWOT 2.0 team arrive at these results.

Such feedback must of course be done carefully. Show leadership, provide clarity and thank the team that worked on it. The motto ‘make me proud’ is the right attitude to give such feedback.

After a SWOT 1.0 analysis, a lot still needs to be done to arrive at concrete SMART goals and a targeted action plan. A new date has to be found, the team has to recharge and the momentum is completely gone. The organization is also in the dark and what is the point of ‘just’ an analysis? At most, proceed to the order of the day and wait for further steps to be taken.

If you want to achieve success as an organization, you will also have to show decisiveness. SWOT 2.0 makes a substantive and careful contribution to this.