Presentation on theme: "An interactive tutorial on SWOT analysis"— Presentation transcript:
1An interactive tutorial on SWOT analysis SWOT’s CornerAn interactive tutorial on SWOT analysis
2So we all know what SWOT is? Right!We all know that a SWOT analysis is a scan of the internal and external environment as part of the strategic planning process and that SWOT stands for Strengths Weaknesses, Opportunities and Threats.But actually!Most people miss the important second half of the process which involves transforming the initial analysis into change strategies AND not everyone appreciates that Strengths-Weaknesses relate to the Internal environment and Opportunities-Threats to the External environment
3A SWOT Analysis answers: “What are the key issues that face us today?”“How do we address these issues?”Most people use SWOT for question 1 but it is often overlooked for question 2.
4Let us demonstrate!You are Library Services Manager for Glamchester NHS Trust. Your mission (whether or not you chose to accept it!) is to positively contribute to the health of the community by providing current, comprehensive, quality, accessible, timely information for all Trust healthcare professionals and their customers.The Trust Library serves all employees of the Trust and staff of local general practices. By addressing professional practice, education and research, the Library fits within the mission of the Glamchester NHS Trust which is to provide modern high quality health care for the people of Glamchester.To fulfil this mission, the Library must prioritise the needs of its user community. This community comprises disparate groups with very different interests, requiring diverse services. Such services must be provided within a cost-effective framework.
5Key Strategic Objectives To improve library services for non-medical professional groupsTo foster co-operative initiatives with other library services within Glamchestershire and within the Acme, Glamchestershire and Northern Wellshire Education Purchasing ConsortiumTo promote Trust-wide awareness of library services and resourcesTo collaborate with other NHS library managers to plan effectively for countywide changes to library servicesTo deliver value-added services to the desktop and to assist in transition to the virtual libraryTo develop a needs-led staff development programme
8Strengths- 24 hour access to specialist resources - Expertise and experience of Library staff - Strong links with other departments within the Trust - Enhanced IT facilities - Wide-ranging support for the Library from various professional groups - Networked resources enabling home and work-based access to evidence - Well-used Library web site - Co-operative links with other health librarians in the county, consortium area, region and UK - Sharing and mutual support through library networks - Pleasant, comfortable environment for staff and users
10Weaknesses Complex funding mechanisms Lack of funding to support nurses and PAMsUnderdeveloped skills amongst library staffPoorly maintained and out-of-date stockLow awareness of services across potential user baseStaff-intensive manual systemsInequalities in service provisionLack of user involvement in service development
11Note: Our weaknesses may be linked to our strengths So, for example, we have expertise and experience of library staff but we also find that there are underdeveloped skills amongst library staff
12That completes our scan of our INTERNAL environment We now turn our attention outwards to the EXTERNAL environment to see how our organisation is positioned with regard to current developments and initiatives
13Our EXTERNAL Environment You will notice that our STEP/PEST analysis has already identified these external factors.What we are adding here is to turn these from factors to which we passively respond into active stimulants on our service. We therefore add a value according to whether they are potentially positive or negative.Negative aspects of PEST become THREATSPositive aspects of PEST become OPPORTUNITIES
15Note:There is no dogmatic reason why you have to look at your Threats before your Opportunities. However we find it helpful to conclude on a positive note* and thus allow thinking on Opportunities to be stimulated by the results of the other three cells.* Python, M. “Always look on the bright side of life”
16Threats Internet and IT enable potential users to bypass the Library Competition from Higher Education libraries and other service providersLow profile and low credibility of libraries in generalSize and complexity of catchment areaRising costs of resources, in particular, journalsLack of protected time for users to search for information and to use the Library during opening hoursUnderdeveloped IT infrastructure within the NHS
18OpportunitiesAcme, Glamchestershire & Northern Wellshire Education Purchasing Consortium Library Review projectReorganisation of NHS services within GlamchestershireInformation for Health and resulting initiatives e.g. National Electronic Library for HealthInvestors in People and NHSUFocus on clinical governance and evidence-based practiceDeveloping knowledge base within nursing and allied health professionsTraining opportunities for library staffNew technology and the information revolutionRegional working group on library management software
19Note:The Opportunities cell will comprise both macro level (national) trends and micro level (regional and local) initiatives
20Finally the piece that everyone misses out – the TOWS analysis: StrengthsWeaknessesOpportunitiesS-O strategies [pursue opportunities that are a good fit to strengths]W-O strategies [overcome weaknesses to pursue opportunities]ThreatsS-T strategies [use strengths to reduce vulnerability to external threats]W-T strategies[establish defensive plan to prevent weaknesses susceptible to external threats]
21Example: S-O strategyStrength: Range of networked resources enabling access to evidence from home and from the workplaceOpportunity: Focus on clinical governance and evidence-based practiceStrategy: Why don’t we package together those electronic resources that we already hold that support evidence-based practice and market them as a specialised service (evidence gateway) to home and workplace users?
22Example W-O strategy Weakness: Manual systems are staff-intensive Opportunity: Regional working group on library management softwareStrategy: Why don’t we use the results of the working group’s report to help us prioritise purchases for library automation?
23Example: S-T strategy Strength: Well-used Library web site Threat: Internet and IT enabling potential users to bypass the LibraryStrategy: Why don’t we develop a Library portal as an access point for users to access external resources?
24Example: W-T strategyWeakness: Lack of user involvement in service developmentThreat: Rising costs of resources, in particular, journalsStrategy: Why don’t we involve our users in selecting and endorsing the Library’s choice of electronic journals?
25Now you have a go!Choose a pair of characteristics from the S-O, W-O, S-T, W-T cells of the matrix and suggest a resulting strategy
26What we have covered The meaning and true purpose of the SWOT analysis Its application to a “factionalised” NHS Trust LibraryTypical factors influencing change in a Trust settingFour types of strategy to effect change