Performing More Effective SWOT Analyses

This webinar presents a number of tips and tools to use to make the SWOT analysis much more effective in terms of producing more definitive and usable results.

Steve Gompertz
Steve Gompertz
90 Minutes
Product Id:
6 months

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Analyzing strengths, weaknesses, opportunities, and threats through a SWOT Analysis is a common tool for strategic planning for businesses, business units, departments, or projects.

The concept seems simple enough as the four elements are fairly easy to understand, but the results often seem to be subjective when the use of an "analysis" tool creates an expectation of more qualitative and definitive results.

The problem is often a result of using only one tool, brainstorming, for idea generation and not managing the use of that tool. While brainstorming is an ideal tool for starting this process, it isn't the only tool that is needed to complete the process.

Brainstorming tends to generate lots and lots of ideas, and without proper management can lead to generation of lots of redundant or irrelevant ideas. The next step has to be leaning out the list to something more manageable and meaningful in terms of priorities. This is where subjectivity creeps in to muddy the waters based on participants' biases, agendas, or perceived authority.

A more democratic approach can address this and drive participants to consensus. Lastly, knowing the priorities leads to the need to address them through action, where the same challenges pop up again in terms of generating too many options and not knowing how to select the right ones.

This webinar presents a number of tips and tools to use to make this process much more effective in terms of producing more definitive and usable results.

Why should you Attend:

  • When using SWOT Analysis as a tool for strategic planning, do participants seem to confuse each of the four elements?
  • Is it ok for an idea to appear in more than one of the four elements?
  • Does brainstorming each element leave you with an overwhelming list of seemingly random ideas? Is there a way to identify common themes?
  • Does prioritization of the common themes seem too subjective or biased?
  • Do the same challenges repeat themselves in brainstorming actions to take within each theme?

Areas Covered in the Session:
  • Ensuring understanding of the four SWOT elements
  • Generating ideas through organized brainstorming
  • Consolidating brainstorming ideas into common themes
  • Prioritizing common themes
  • Identifying and prioritizing actions for strategic planning

Who Will Benefit:
  • CEO
  • VP
  • Director
  • Manager
  • Project Manager
  • Business Analyst
  • Business Consultant

Speaker Profile
Steve Gompertz is a leader in Quality Systems management with over 25 years' experience in the life-science industry.

His career includes roles in quality systems development and implementation, project management, engineering automation, configuration management, audit, and software development for companies including Pelican BioThermal, St. Jude Medical, Boston Scientific, Medtronic, Vital Images, and Control Data. He is currently President of Quality Management Systems Potential LLC, a consulting firm focusing on medical device quality.

Steve also helped develop and is an Adjunct Instructor in St. Cloud State University's Master of Science in Medical Technology Quality program.

He holds a B.S. in Mechanical Engineering from Lehigh University, and certifications in quality management, biomedical auditing, regulatory affairs, project management, and configuration management.

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